Report on the Implementation of County Policies to Reduce the
Use of Secure Confinement for Children and Youth in King
County

As Required by Ordinance 18636

 Table of Contents

Contents
Table of Contents...................................................................................................................... 2
Background - Ordinance 18636 ................................................................................................ 3
The Road Map to Zero Youth Detention: Strategic Plan to Transform King County’s Approach
to Juvenile Justice..................................................................................................................... 7
Implementation of Policy Guidance ........................................................................................... 9
Recommendations to Advance Policy Guidance ..................................................................... 19
Conclusion .............................................................................................................................. 25
Appendices ...................................................................................................................... 27-115

Appendix
A
B
C
D
E
F
G
H
I
J
K
L

Description
Crosswalk of University of Washington Report Recommendations
Interbranch Work Group Members
List of Key Informant Interviews
Children and Youth Advisory Board Initial Zero Youth Detention
Recommendations
Juvenile Court Services Community Report
Community Empowered Disposition Alternative and Resolution
Program Description
Description of Public Health Approach
Behavioral Health Division Youth, Family, and Prevention Programs
Best Starts for Kids Stopping the School to Prison Pipeline Funding
Juvenile Justice Equity Steering Committee
Uniting for Youth Member Organizations
Children and Youth Advisory Board Equity Statement

Page 2 of 27

 Background - Ordinance 18636
The operation of King County’s juvenile justice system is a shared responsibility between the
King County Executive, King County Superior Court, the Department of Public Defense, and the
King County Prosecuting Attorney’s Office. The Executive operates the juvenile detention
facility of behalf of Superior Court: Superior Court has statutory responsibility for detention but
via statute this may be delegated to the county executive. The Court has agreed to have the
Executive operate the detention facility 1. The Court adjudicates juvenile criminal matters,
BECCA and Dependency cases; the Court utilizes alternatives to secure detention (such as
electronic home monitoring or “EHM”), diversion and expedited case processing options to
reduce the use of secure confinement for youth and address racial disproportionality in the
juvenile justice system. The Public Defender provides defense services as needed for eligible
juveniles, while the Prosecutor determines when it is necessary to file criminal cases against
juveniles in the Court.
As cited in numerous reports and in Ordinance 18636, King County is a national leader in the
reduction of the use of secure confinement of juveniles. Working in partnership with
employees, Superior Court, the Prosecutor's Office (PAO), public defense, local law
enforcement, and communities, King County’s innovative and collaborative juvenile justice
approaches have resulted in a 77 percent reduction in admissions to secure detention between
1998 and 2017 2.
In recognition that despite the reduction in the use of detention, a corresponding decrease in
racial disproportionality has not been achieved the Executive chartered the Juvenile Justice
Equity Steering Committee (JJESC) in 2015 to inform actions that reduce disproportionality in
the incarceration rates of Black, Latino, Native American and other youth of color in King
County. Several recommendations of the Steering Committee have been implemented to date,
including a mentoring program with the Federal Way Youth Action Team, simplified Miranda
rights language for juveniles based on understanding of the adolescent brain, and the mall
safety pilot project. Collaboration with the JJESC, community organizations, and community
members to develop, fund, and implement targeted actions to further reduce and eventually
eliminate disproportionality and achieve positive life course outcomes for youth of color are
underway under the efforts of Zero Youth Detention, discussed on page 7.
On an ongoing basis, King County makes substantial financial investments in services aimed at
achieving better outcomes for children, youth, and families, including preventing children and
youth involvement in the juvenile justice system, as well as investments with the goal of
reducing racial disproportionality within this system. Through initiatives like Best Starts for Kids
1
2

RCW 13.20.060; King County Ordinance 13668
Data provided by the Office of Performance, Strategy and Budget.

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 (BSK), the Veterans, Seniors, and Human Services Levy (VSHSL), and the Mental Illness and Drug
Dependency (MIDD) sales tax, King County is working to provide even more upstream
prevention and early intervention funding, services, and programming to support families,
children and youth in community so that fewer youth interface with the justice system. The
results of this work are documented by data: there are ten fewer youth in detention per day
on average than five years ago, representing an 18 percent reduction in use of secured
detention.
Average Daily Population in Secure Detention – 5 Year Trend 3

57.6
47.3

There are 10 fewer youth in
detention per day, on average,
than five years ago.

2013

2014

2015

2016

2017*

*does not include youth charged as adults

The County’s collaborative efforts to reduce the use of secure detention for African American
youth is showing results: 2017 had the lowest representation of African American youth in
King County detention.
Average Daily Population of Youth in Secure Detention by Race 4

24.5
17.8

18.5
13.2
9.0
5.4
1.2

9.0
3.3
2.9
2013

3
4

2014

2015

African American

Asian/Pacific Islander

Hispanic

Native American

2016

2017*
Caucasian

Data provided by Office of Performance, Strategy and Budget.
Data provided by Office of Performance, Strategy and Budget.

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 Despite successes in reducing the use of secure detention for African American youth, use of
detention increased for Latino and Asian Pacific Islander youth between 2016-2017, indicating
that further work is needed to continue to undo racial disproportionality for youth of color.

King County Children and Family Justice Center & UW Report
In August 2012, King County voters approved a nine-year property tax levy lid lift 5 to finance a
new Children and Family Justice Center (CFJC) on the current site of the Youth Services Center
at 12th Avenue and Alder, on the southwestern edge of Seattle's Central District. The project
consists of replacing courtrooms, offices, and parking; and significantly reducing the capacity of
and replacing the detention facility. The CFJC will also include youth and family program space,
a resource center, and childcare facilities for families on court business.
In May 2017, the King County Executive asked Dr. Eric Trupin, professor and vice chair of the
Department of Psychiatry and Behavioral Sciences at the University of Washington School of
Medicine, to review and evaluate the design of the Children and Family Justice Center. In
addition, Dr. Trupin was asked to examine staff training, and how services to youth in juvenile
detention could be better aligned with community resources.
On August 17, 2017 a report entitled “Working to Reduce the Use of Secure Confinement: A
review of King County’s Children and Family Justice Center” by Dr. Eric Trupin (“UW report”)
was submitted to the Executive. The UW report contains 195 individual recommendations
regarding:
•
•
•

Design of the CFJC facility
Programming and operations of Juvenile Detention
Juvenile Court operations and policies

Ordinance 18636

The King County Council passed Ordinance 18636 in December 2017. The Ordinance adopted
the recommendations of the UW report to guide the “the implementation of adopted county
policies and county goals related to juvenile justice reform” 6. The Ordinance also:
•

5
6

Directed the Executive to implement UW report recommendations that are within the
county's authority to perform and are consistent with State law;

The King County Council voted 8-0 on Ordinance 17304, with one member excused, to place the measure on the August ballot.
Ordinance 18636, lines 105-106.

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 •
•

Requested that the Superior Court, Public Defender, and Prosecuting Attorney work
with the Executive to implement “action as appropriate” as necessary for the
implementation of the recommendations of the UW report; and
Encouraged the Executive, the Superior Court, Public Defender, and Prosecuting
Attorney to consult additional reports which can contribute to the achievement of the
reduction of the use of secure confinement for children and youth in King County.

Ordinance 18636 calls for the following items to be included in the report due to the Council on
June 30, 2018 7:
1. Actions taken to implement the policy guidance, including a summary of how
each action advances policies and goals;
2. An accounting of the implementation to date of the recommendations of the
Working to Reduce the Use of Secure Confinement: A Review of King County's
Children and Family Justice Center report and the rationale for alternative
measures taken in lieu or in addition to the report’s recommendations; and
3. Recommendations by the Interbranch work group created in Section 1 of this
ordinance, for changes to county operations, functions, structures including an
assessment of the feasibility of establishing a county business unit with a focus
on children and youth services, or policies that could advance this policy
guidance. Recommendations should also include any legislation necessary to
implement the recommendations.

The Ordinance also directs the Executive to annually submit a report on the progress of
implementing the recommendations contained in the UW report beginning in 2018 through
2022. This is the first of the reports delivered to the Council in response to the Ordinance.

Responding to the Ordinance

This report was developed by executive staff with input from departments and agencies
representing the members of the Interbranch work group as specified in Ordinance 18636.
Superior Court and the Prosecuting Attorney’s Office, and Executive department staff, provided
information, reviewed data, and provided input into the development of this report and
appendices.
Section 2.B.2 of the Ordinance calls for “an accounting of the implementation to date of the
recommendations of the (UW report)”. There are 195 recommendations and sub
recommendations contained in the UW report arranged into three broad categories.
Responsibility for carrying out the UW report recommendations is shared among the Executive
7

Ordinance 18636, lines 147-152.

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 branch (via the Department of Adult and Juvenile Detention, the Department of Community
and Human Services, Public Health, Department of Public Defense, Department of Executive
Services, and Office of the Executive), the judicial branch via Superior Court, and the
Prosecuting Attorney’s Office. Due to the number of recommendations in the UW report and
the varied responsibility for implementing each recommendation and sub-recommendation, a
crosswalk spreadsheet is provided with this report (Appendix A) that provides the
implementation status of each recommendation as required by the Ordinance. Each entity
responsible for carrying out the recommendations of the UW report provided input and
reviewed the crosswalks in Appendix A.
Information responding to section 2.B.1 of the Ordinance calling for “actions taken to
implement the policy guidance” is outlined in the “Actions Taken to Implement Policy
Guidance” section of this report begins on page 9. Superior Court, the Prosecutor’s Office, and
Executive departments provided information that is compiled in this report.
The findings and conclusions in the “Recommendations to Advance Policy Guidance” section of
this report address recommendations for changes to county operations, functions, and
structures called for in section 2.B.3 of the Ordinance and begin on page 19. The
recommendations, including the findings on establishing a county business unit focusing on
children and youth services, were informed by input from interviews held with internal and
external stakeholders 8.
The Road Map to Zero Youth Detention: Strategic Plan to Transform King County’s Approach
to Juvenile Justice
Having received input from an array of community voices regarding the use of secure detention
and other improvements to drive improved outcomes or youth, in 2017 the Executive
announced that a road map to further reduce the use of secure detention for juveniles in King
County would be developed. The term “zero youth detention” represents an aspirational goal
for juvenile justice reform. It is also a tool for transformational change of the justice system 9,
intended to motivate and inspire actions across systems that will result in better outcomes for
King County’s youth, families 10, and communities.
Since November of 2017, representatives from across King County government have been
meeting to review and build on the recommendations provided by groups and organizations
such as the Juvenile Justice Equity Steering Committee, the Children and Youth Advisory Board,
8
Internal stakeholders included leaders from organizations comprising the Interbranch Work Group. See Appendix B for the
composition of the Interbranch Work Group and Appendix C for a list of key informants interviewed.
9
The term “justice system” includes youth not only the criminal justice system, but also children and families involved with the
child welfare dependency system, children in need of services, at risk youth, and/or school truancy matters.
10
The term “families” includes those people, defined by the youth and family, who are primary attachment relationships and
provide essential care for the well-being of each other such as love, resources, supports, and guardianship.

Page 7 of 27

 and coalitions of community organizations that include Treehouse and Team Child. This work,
including community feedback, is currently being finalized and compiled for the Road Map to
Zero Youth Detention report.
The Road Map to Zero Youth Detention (or “the Road Map”) is a strategic plan for moving
toward zero youth detention. Upon completion, it will include objectives, strategies, and
measurable outcomes to reduce and work towards the elimination of the use of secure
detention for youth in King County. Because the County alone cannot make progress toward
achieving zero youth detention, the Road Map will identify those actions that are solely within
the County’s purview as well as those where the County is a partner, convener, or influencer of
actions of other systems. Envisioned by the Executive in 2017 prior to the UW report and
Ordinance 18636, it also fulfills a UW report recommendation to “develop a strategic plan for
reduction in the use of secure detention” 11.
Given the last 20 years of system collaboration to reduce the use of secure detention, the Road
Map report will recognize the deep multisystem complexities and very hard work necessary to
undo the pernicious problem of racial disproportionality in secure detention for youth. It will
acknowledge that the next steps and actions to make further progress require widespread,
committed collaboration from systems and institutions outside of King County government’s
control such as school districts, municipal law enforcement, child welfare, and behavioral
health. Rooted in equity and social justice principles, the Road Map will place those most
impacted by racial disproportionality and the justice system --- youth, their families,
communities, and crime victims ---at the center of conversations about the issues.
The Road Map is a key component of King County’s multipronged efforts undertaken in
collaboration with justice system leaders and communities to continue juvenile justice system
reform and improvements. The Road Map development process is informed by experts in
adolescent development, brain science and trauma-informed treatment, including the
Interbranch work group called for by Ordinance 18636. The Juvenile Justice Equity Steering
Committee and the Children and Youth Advisory Board are reviewing and commenting on the
work, providing a sounding board with community voices and subject matter experts for the
evolving recommendations and outcomes of the Road Map. Both groups are providing
recommendations to the Road Map.
The Road Map to Zero Youth Detention report is planned to be submitted to the Executive on
August 30, 2018. Due to the development status of the Zero Youth Detention work, details and
findings of the Road Map are not captured in this report.

11

UW Report Guiding Recommendation #1.

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 Implementation of Policy Guidance
As noted earlier in this document, the UW report contains 195 recommendations and sub
recommendations. The crosswalk in Appendix A provides an accounting of the implementation
status of the recommendations 12.
Responsibility for enacting or implementing the program and policy recommendations of the
UW report is shared between the Executive, the Superior Court, the Prosecutor, and in some
instances, the King County Council. Appendix A indicates when a sub-recommendation is the
responsibility outside of the Executive’s purview. In many instances, Appendix A notes that a
recommendation is policy of the Superior Court or subject to judicial discretion and does not
include an implementation status. The Court has indicated that policy decisions related to some
of the UW report recommendations are under review and consideration by the bench, with
some policy decisions likely by late summer 2018. Subsequent reports due to the Council as
required by this Ordinance may reflect the outcomes of the Superior Court’s policy decisions.
The UW report identified recommendations and sub-recommendations into three groups, as
below.
1. Guiding Recommendations (GR): four overarching recommendations;
2. Architectural Recommendations (AR): three general recommendations with 33 sub
recommendations related to design and use of space; and
3. Program Recommendations (PR): Seven broad recommendations with 147 sub
recommendations related to operations, policies, and services for youth in the facility.
These recommendations are further categorized by policy and program recommendations.
Tables 1-3 below provide summarized highlights of the implementation of the
recommendations.
Table 1. UW Report Guiding Recommendations 13
Guiding Recommendation
Response Highlights
GR 1: Consistent with the King
• The Road Map to Zero Youth Detention will be the County’s
County Executive’s commitment
Strategic Plan to reduce work towards the elimination
to achieve a goal of zero youth
detention of youth in King County. It will be submitted to the
detention, develop a County
Executive on August 30th.
strategic plan (“road map”) with • Funding will be referenced in the Road Map and detailed in the
specific funding sources,
2019-2020 County budget sent to the Council in September.
measurable outcomes and
• Baseline data and success measures will be included in the
implementation timelines to
Road Map.
reduce and ultimately eliminate
detention of youth under age 18
12

Please note that executive staff applied a naming/numbering convention system to the recommendations, subrecommendations in order to more clearly identify and track recommendations.
13
Page 3 of UW report.

Page 9 of 27

 Table 1. UW Report Guiding Recommendations 13
Guiding Recommendation
Response Highlights
in King County.
GR 2: Prioritize the expansion or • The Road Map to Zero Youth Detention will identify and
development of initiatives that
prioritize strategies that eliminate racial disproportionality.
target the elimination of racial
• The Road Map will recognize that the County alone is not
disparities in rates of arrest,
responsible for eliminating racial disparities. It will identify
referral, filing and incarceration.
where the County is solely responsible for implementing an
action, where the County is a partner, convener or influencer.
• Enacting or implementing the recommendations of the UW
report is shared between the Executive, the Superior Court, the
Prosecutor, and in some instances, the King County Council.
Appendix A indicates when a sub-recommendation is the
responsibility outside of the Executive’s purview.
GR 3: Develop and implement
• Recommendations from the Juvenile Justice Equity Steering
Strategic Plan in collaboration
Committee and the Children and Youth Advisory Board 14 that
with the community, including
inform policy development and operational improvements that
engagement of existing groups
eliminate racial disproportionality will be included in the Road
such as the Juvenile Justice
Map.
Equity Steering Committee as
• The Road Map is being developed in collaboration with
well as grassroots communitycommunities most impacted, including the Juvenile Justice
organized movements.
Equity Steering Committee.
• Input from families and youth most impacted by the justice
system will be incorporated into the Road Map.
GR 4: Architectural designs and
• The decisions and planning related to architectural designs and
programs related to the Children
programs have been and will continue to be informed by the
and Family Justice Center should
three recommendations above.
be informed by Guiding
Recommendations 1, 2 & 3.

As noted, the Road Map is currently under development. The UW report’s guiding
recommendations will largely be addressed in the Road Map.
Table 2. UW Report Architectural Recommendations 15

37 total recommendations: 4 principal recommendations; 33 sub recommendations

See appendix A for details on each sub recommendation
Principal Recommendation
Response Highlights
AR 1: Reduce the number of
• Analysis determined that reducing the secure bed capacity would
secure beds, design
not meet current separation/space/classification needs,
transitional units and design
particularly with the addition of youth charged as adults to the
more residential units. (11
facility.
14

See Appendix D for May 3, 2018 Children and Youth Advisory Board Initial Recommendations on the Path to Zero Youth
Detention.
15
Please note that some of the “architectural recommendations” in the UW report include operational or programmatic
elements.

Page 10 of 27

 Table 2. UW Report Architectural Recommendations 15

37 total recommendations: 4 principal recommendations; 33 sub recommendations

See appendix A for details on each sub recommendation
Principal Recommendation
Response Highlights
sub recommendations)
• Transitional beds designed as part of the secure perimeter are
included in the CFJC design.
• Transitioning units to community use as the secure population
declines will occur.
AR 2: Design living spaces
• Enhanced architectural finishes, visitation rooms are included in
centered on fostering
the CFJC design.
decision-making
• Housing placement options are determined by Superior Court
responsibility, self• Staffing levels meet Juvenile Detention Alternatives Initiative
management and
(JDAI) 16 and Prison Rape Elimination Act (PREA) 17 standards of 8:1.
relationship building in the
detained youth population.
(10 sub recommendations)
AR 3: Design a facility that
• The design incorporates trauma informed and public health
aligns with a vision of
approaches, focusing on the well-being of youth, families, and
strengthening families and
communities within existing policy and financial parameters 18.
communities. (12 sub
recommendations)

Recommendation AR-1: reducing the number of secure beds, design transitional units and
design more residential units: With regard to architectural recommendations of the UW report,
analysis determined that reducing the number of secure beds from the planned 112 is not
operationally nor fiscally feasible given the current populations and construction status of the
facility. Reducing the number of beds within the footprint of the facility would not provide
space for the current census and population mix where separations are required for youth
charged as adults, individuals with class A felonies, by gender, co-defendants and witnesses.
As noted in Appendix A with regard to the recommendation to architectural recommendation
1a to “explore architectural designs of same level units with 8 beds each”:
Within the existing footprint, this model would reduce bed capacity in half which does
not meet current separation/space/classification needs. Design and construction cost to
make these changes without expanding the footprint of the facility estimated to be in
the $5-10 million range. Expanding the footprint would add significant cost to the project
(upwards of $20 million) and result in a significant delay. Creating 2 levels of 8 bed units
16

An initiative supported by the Annie E. Casey Foundation to reduce the use of secure detention for youth.
http://www.aecf.org/work/juvenile-justice/jdai/
17
Prison Rape Elimination Act passed in 2003; includes federal standards to meet requirements of the Act;
https://www.prearesourcecenter.org/
18
The UW report recognizes feasibility of making significant changes due to contractual commitments and imminent
construction of the facility (pg. 2).

Page 11 of 27

 within the existing footprint would block out the natural light to the lower level and
would require raising the building height in order to fit the HVAC system estimated to be
an additional cost of $10-20 million.

The UW report acknowledged that contractual commitments and construction timing impacted
the feasibility of significant changes to the design of the CFJC 19.
Because it is anticipated that the secure detention population will continue to decline, resulting
in part from upstream investments through Best Starts for Kids and other initiatives, and
collaborations with schools, law enforcement, city partners, the Court, the Prosecutor, and
communities, the facility is being built with flexible design elements, including enhanced
architectural finishes, so that the facility can be utilized by the community. To that end, the
County is enhancing finishes in all rooms, responding to a recommendation in the UW report,
resulting in increased costs of $1-2 million.
Transitional units are a part of the design of the Children and Family Justice Center. It is
envisioned that as the number of youth in detention declines, more units can be utilized by
community organizations to provide additional, beneficial services for children and their
families. See examples of enhanced finishes below.

Figure 1 Housing Dayroom - Enhanced Finishes

19

UW report, page 2.

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 Figure 2. Housing Unit - Enhanced Finishes

Table 3. UW Report Program Recommendations

154 total recommendations: 7 principal recommendations; 147 sub recommendations

See appendix A for details on each sub recommendation
Principal Recommendation
Response Highlights
PR 1: Eliminate admission of
• The majority of policy and program actions related to these
status offenders 20 to secure
recommendations reside with Superior Court.
detention (7 sub
• The County has expanded Children’s Crisis Outreach Services
recommendations)
(CCORS).
• Safe Spaces is providing crisis stabilization beds.
PR 2: Continue to reduce the • The majority of policy and program actions related to these
number of juvenile offenders
recommendations reside with Superior Court.
admitted to secure detention • The Court's current practice minimizes use of secure detention,
(25 sub recommendations)
focusing only on the highest risk youth.
• Two tier warrants are in place.
• Recent changes to the Detention Intake Criteria have further
reduced likelihood of detention for lower risk youth.
• Five outpatient mental health agencies are providing expanded
capacity for Wraparound with Intensive services throughout King
County.
• Zero Youth Detention Road Map will contain recommendations to
support the reduction of the use of secure detention for juveniles.
PR 3: Transfer youthful
• All youth charged as adults were transferred from the Maleng
offender population from
Regional Justice Center to the Youth Services Center by 12/17.
adult facilities to juvenile
• Oversight of programmatic elements of the Department of Adult
20

The UW report uses the term “offender” when referring to youth in detention. This report uses language that supports the
personhood of youth who are held in detention; it follows the County’s commitment to person-first language and refers to youth
in detention as “youth” rather than “offender”.

Page 13 of 27

 Table 3. UW Report Program Recommendations

154 total recommendations: 7 principal recommendations; 147 sub recommendations

See appendix A for details on each sub recommendation
Principal Recommendation
Response Highlights
facilities. (6 sub
and Juvenile Detention (DAJD) moved to Public Health (PH) in
recommendations)
spring 2018. Moving detention operations to Public Health may
require approval of the Court and Council.
PR 4: Enhance workforce
• DAJD annual training plan includes training on trauma, adolescent
training and improve
development, crisis intervention/de-escalation.
behavior management
• Juvenile Court staff, including all probation counselors and juvenile
protocols. (74 sub
judges, are in the process of completing a series of four mandatory
recommendations)
trainings on race and equity, focusing on the topics of cultural
competence, implicit bias, and institutional racism.
• DAJD has determined, based on the current population, that the
Orientation and Assessment team is adequately staffed.
• DAJD will review current visiting data to determine if increased
visitation is feasible in the existing space with current space
limitations & will review the current policy for the new facility.
• Development of a new behavior management system focusing on
reducing the risk of trauma reactions while supporting positive
interactions with youth.
• Juvenile Clinic staff, nurses and mental health providers are trained
to provide crisis stabilization and intervention services.
• DAJD is currently reviewing all policies, procedures and manuals to
update language use to align with best practices for a TIC facility.
PR 5: Commit to maintaining • DAJD has made changes to background requirements to enable
continuity of advocacy at all
broader access to the facility by community members.
stages of system involvement • The County is actively developing more opportunities for mentors
(14 sub recommendations)
and advocates in collaboration with communities.
• DAJD and PH are reviewing therapeutic modalities.
• The Court is re-envisioning family engagement strategies, including
outreach and education in the courthouse and in the community.
PR 6: Improve academic/
• The County has partnerships and is able to place youth into
educational achievement
internships at these locations; the number of youth placed into
and vocational/ work
internships is based on available funding.
readiness for both detained
• DAJD actively engages the public and organizations to help provide
youth and youth on
programming and training for youth.
probation (10 sub
• The Court is expanding incentives to encourage youth participation
recommendations).
in programs.
PR 7: Expand and support
• Eliminating legal financial obligations (LFOs) is a statutory policy
opportunities for community
decision of the Court and the King County Council.
participation and youth re• DAJD & Public Health are exploring how to conduct program
integration (8 sub
evaluations and research outcomes.
recommendations)
• The Court recently launched eQuality program in partnership with
Center for Children and Youth Justice (CCYJ) 21.
21

https://ccyj.org/our-work/supporting-lgbtq-youth/

Page 14 of 27

 In addition to the summary of actions outlined above in Tables 1-3 further actions taken by the
Executive, Court, and Prosecutor that also implement policy guidance are outlined below.
Superior Court compiled a Juvenile Court Services Community Report that shares the Court’s
initiatives to reduce the use of secure detention and its actions to address racial
disproportionality. It is included as Appendix E to this report. In addition, the following Court
related activities are underway that directly relate to recommendations included in the UW
report:
Screen and Release: A newly implemented strategy allowing youth presented to secure
detention to be released immediately. Juvenile judges are on-call and able to review cases and
release youth outside of court hours.
2-tier Warrant Expansion: Reducing the number of warrants that lead to youth detention by
enhancing law enforcement’s ability to provide a new court date and release the youth in the
field.
Juvenile Court-wide Trainings on Implicit Bias and Institutional Racism: Court staff participate in
dialogue and trainings provided by national leaders on understanding privilege, implicit bias,
and institutional racism and how this impacts youth and families, and communities.
Mentorship: Juvenile Court Services contracts with community organizations to provide high
quality mentorship services, building healthy non-parental adult relationships with youth,
offering guidance and encouragement, and helping to cultivate a young person’s development
in a positive and healthy context.
Partnership for Youth Justice: Juvenile Court supports 14 community boards, located
throughout the community, to administer the diversion process for youth charged with
misdemeanors such as shoplifting and minor in possession.
The Prosecutor’s Office works closely with its King County justice partners and community to
launch or expand programs that keep youth out of the justice system. A snapshot of the work
of the PAO related to recommendations of the UW report are outlined below:
Community Empowered Disposition Alternative and Resolution (CEDAR): The CEDAR pilot was
launched in May with support from the Executive and communities. CEDAR is an “expedited”
track for certain first-time juvenile felony youth that would allow for early acceptance of
responsibility and provide positive incentive to engage in community resources and support. It
is a collaborative process involving juvenile justice stakeholders to achieve improved outcomes
for youth and communities, while seeking to lower rates of racial disproportionality and reduce

Page 15 of 27

 use of detention. See Appendix F for details about the CEDAR program. CEDAR replace the
UPFA-2 Peacekeeping Circle recommendation in the UW report.
Choose 180: Operated in partnership with a community agency, this is a pre-filing juvenile
diversion program that connects youth with community, teaching them the skills necessary to
avoid engagement with the criminal justice system.
Family Intervention Restorative Services (FIRS): An alternative response to family violence
where youth are diverted from secure detention and the formal court process, and are
immediately offered services.
The Executive, through the Departments of Public Health, Adult and Juvenile Detention, and
Community and Human Services (DCHS) has launched or expanded a number of activities that
relate to recommendations from the UW report. Major efforts are outlined below with
supporting documents in the Appendix as noted.
Transferred youth charged as adults into the Youth Services Center: As of December 2017, all
youth charged as adults are housed at the Youth Services Center.
Public health approach to juvenile secure detention: The Executive signed an Executive Order in
November 2017 calling for a new direction for juvenile detention using a public health
approach. In April 2018, it was announced that all programming within Juvenile Detention will
be place under the care of Public Health.
A public health approach is a way to change a whole system to achieve better outcomes for
children, youth, families, and communities. It is resilience-based, building on the strengths of
families and communities. Applied to juvenile detention, a public health approach focuses on
the well-being of youth, families, and communities to drive changes to services, systems, and
root causes. See Appendix G for a description of a public health approach to juvenile detention.
Workforce Development: Foundational to a public health approach in juvenile detention is a
focus on workforce development, including training detention staff on science based
adolescent brain development and providing trauma informed services. DAJD’s annual training
plan includes training on trauma, adolescent development, crisis intervention and deescalation. Juvenile detention staff are receiving enhanced training on understanding the roots
of adolescent behavior based on brain science and evolving principles of adolescent
development and understanding the adolescent brain. Plans are underway to digitize these
trainings and make them available to all county employees and providers who serve youth and
families. Trainings are being developed in collaboration with King County’s Child Psychiatrist.
Detention staff are being trained in Peacemaking Circles Keeper's Training. The Juvenile
Division is incorporating peacemaking circles throughout the organization as a way to build an
Page 16 of 27

 inclusive work environment for staff. All staff are being trained in restorative mediation to
better assist youth in problem-solving. Trainings on interpersonal communication and direct
supervision are also being provided so that staff can expand and strengthen interpersonal skills
which are fundamental to building rapports with youth.
Revising the behavior management system: Driven by a growing understanding of adolescent
brain science and alignment with trauma responsive principles, DAJD convened a
multidisciplinary team of detention staff and mental health professionals to build a new
behavior management system for detained youth. The focus of this work has been on reducing
the risk of trauma reactions along with reducing the use of solitary confinement, while
supporting positive interactions with youth. Use of an incentive system and the development
and application of restorative practices are key components to the new behavior management
system being implemented starting in summer 2018. The new behavior management system
incorporates as many of the recommendations that capacity and security requirements allow. It
is guided by the latest research and evidence in adolescent brain science and trauma
responsive care.
Children’s Crisis Outreach & Response Service (CCORS) Expansion – Safe Spaces: The Safe Spaces
initiative is a coordinated approach to supporting homeless youth who are at risk for
involvement in the justice system launched in February 2018. The program serves youth under
the age of 18 who are currently involved, or at risk of being involved, with the justice system as
a result of low level offenses or transgressions. In the event of law enforcement contact, or
potential contact, the YMCA will send a parent peer specialist to work with the family, and a
youth peer to work with the youth and connect them to resources. In collaboration, NEXUS
Youth and Families Services has successfully launched a 24/7 shelter facility that provide 24hour supervision to offer short-term crisis stabilization beds for youth that are engaged by law
enforcement. The YMCA also send their staff to conduct peer support and crisis service at this
location. Please see Appendix H for a report on King County’s youth, family, and prevention
programs from the DCHS Behavioral Health and Recovery Division that provides additional
information on an array of programs serving youth.
Additional actions taken by the Executive, Court, or Prosecutor to reduce the use of secure
detention:
•
•

Implementing enhanced electronic home monitoring technology and collaboration
working with the Court to support youth with more complex needs ability to participate on
electronic home monitoring.
Implemented revised solitary confinement protocols (report due to the Council in
September 2018).

Page 17 of 27

 •

•

•

•

•

Revising behavioral health services contract to better serve youth in secure detention,
ensuring that youth are connected with services, that services provided are trauma
informed, and individualized care plans are developed in collaboration with detention
center staff.
Supporting revisions to state law that would enable evidence based behavioral health
services to be provided prior to contact with the justice system. While the legislation did
not pass, the County will again support this effort in the upcoming legislative session along
with other bills that will reduce the use of secure detention for youth and reduce racial
disproportionality.
Establishing peacemaking as a restorative justice practice for youth referred to the justice
system for serious offenses. Peacemaking incorporates victim advocates, mentors, family
members and community leaders through transformative mediation to strengthen
relationships, build community, and facilitate innovative problem-solving.
Creating opportunities for young people who face systemic barriers to success by investing
$2.3 million of Best Start for Kids funding to eleven community organizations serving youth
and families. These organizations are providing culturally appropriate services and supports
in communities. See Appendix I.
Revising the Detention Risk Assessment (DRAI) to limit the list of eligible offenses for
admission into detention to those that pose a significant risk to community safety.

Outside of architectural recommendations for the CFJC, the foundational policy guidance of the
UW report is to reduce the use of secure detention by eliminating the admission of status youth
to detention and limiting confinement to high risk youth. The report then outlines a number of
specific actions or steps ranging from “enhance workforce training and improve behavior
management protocols” to “improve academic/educational achievement” that would
presumably result in the fulfillment of the policy guidance.
As recognized in the Ordinance and the UW report, the County has been diligently working on
reduction of the use of secure detention for close to 20 years, by actions such as establishing
and updating detention entrance criteria, as well as implementing and funding a number
community based solutions to keep kids from entering or staying in detention. Also noted in the
Ordinance, the UW report, and this document, strides in reducing the use of detention in King
County have been accomplished as a result of the collaborative partnerships of the Executive,
the Court, the PAO, DPD, and communities.
It is critical to understand that many of the UW report policy (and some program)
recommendations to reduce the use of secure detention fall solely within the policy and/or
judicial discretion of Superior Court (as identified in Appendix A). For example, UW report
recommendations such as eliminating secure detention for At Risk Youth, Children in Need of
Services, and truancy and dependency custody offenses; passing a County act (ordinance)
prohibiting the placement of youth with status offenses in secure detention; and placing only
Page 18 of 27

 “high risk” youth in secure detention are either dictated by state law or are policy decisions of
Superior Court. As a separate branch of government, Superior Court Judges determine their
policies and operations, and make individual decisions to resolve cases based on their
interpretation of state statute and case law.
Another key contextual aspect of implementing the UW report recommendations is the
restricted funding environment that the County operates within. The County’s deeply
constrained General Fund is the primary funding source for criminal justice services and
programs, including Superior Court, District Court, the Sheriff, the Department of Adult and
Juvenile Detention, the Prosecutor’s Office, and the Department of Public Defense. The General
Fund continues to support the provision of statutorily required justice services (adjudicating,
prosecuting, or defending court cases; jail or detention; law enforcement) in the face of the
ongoing structural deficit due to costs for existing services growing at a rate faster than the
revenue sources that support them. And while King County voters and policymakers support
levies such as the MIDD sales tax and BSK and VSHSL property tax levies, these funds are
programmed to address deep needs in health and human services and programs, including
supporting the health and human services safety net for individuals and families most in need.
Similarly, with regard to the voter approved levy funds that support the construction of the
CFJC, those funds are restricted to construction of the facility; they are not available for
repurposing to operations or programs.
Because no new revenue exists, funding for implementing UW report recommendations
requires reprioritizing and repurposing funds from existing services and programs, with very
serious cascading impacts to the County’s services, outcomes, and workforce. How to
accomplish reallocation of funds in the current fiscal environment is an ongoing challenging
facing King County policymakers and staff.
Recommendations to Advance Policy Guidance
The higher vision for King County’s youth is not merely avoiding detention, but achieving better
life course outcomes: happy, healthy, safe, and thriving. Some youth, particularly youth of
color, experience significant barriers to these outcomes from involvement in the juvenile justice
system and juvenile detention. The fundamental questions embedded in Ordinance 18636 are
twofold: 1) how is King County government contributing to better outcomes for children, youth,
and families, who are involved in the juvenile justice system and secure detention; and 2) what
more can be done to achieve better outcomes for these youth and families. It is from this
perspective, along with the recognition that the County is in a resource-restricted environment,
that the following recommendations have been developed. Please note that the Road Map will
further specify additional steps to reduce the use of detention and increase healthy outcomes
for youth.
Page 19 of 27

 To inform the development of recommendations called for by Ordinance 18636, Executive staff
conducted 32 interviews with internal county government stakeholders and external
stakeholders (see Appendix C) for a list of key informants interviewed). A series of questions
were posed to those interviewed, to better understand the effectiveness of coordination
among county agencies and departments serving children, youth, and families 22and how having
a county business unit serving children and youth would impact outcomes for children, youth,
and families.
A number of common themes arose from the interviews that helped scope and guide the
recommendations in this report. Highlights from those themes are included below.

•

Key Informant Feedback Themes
Coordination and collaboration is better than it’s ever been between King County separately
elected agencies and Executive departments serving families, youth, and children. Yet there is
room for improvement, particularly in terms of outcomes accountability.

•

All interviewed acknowledged the need for and utility of having jointly established, measureable
outcomes for children, youth, and families; outcomes should build on and leverage existing
outcomes developed by other County initiatives such as BSK.

•

Separately elected officials, the Executive, the King County Council, and community should
develop and collaboratively undertake a joint planning process to develop shared, measurable
outcomes for children, youth, and families.

•

About 80% of those interviewed said they did not believe or they were not sure that a county
business unit focusing on children and youth (or children, youth, and families) would achieve
better outcomes for children, youth, and families; many stated that increasing integration,
effectiveness, and accountability within the existing structures is feasible, particularly if
mutually agreed upon outcomes were developed and monitored.

•

Participants frequently noted concerns around creating a new county business unit in the
currently challenged and constricted revenue environment due to cost, service disruption, and
impact on the workforce.

•

Using existing structures and functions, potentially with some modification, such as the Children
and Youth Advisory Board and the Strategic Advisor for Children and Youth to assist in the
development of policies and protocols that achieve improved outcomes for King County’s
children, youth, and families.

22

Ordinance 18636 asked for an analysis of a business unit with a focus on children and youth services. A number of those
interviewed recommended the specific inclusion of families based on the premise that children receive services within the
context of their families (using the broader definition of families as noted on page 7 of this report).

Page 20 of 27

 Outlined below are the recommendations for changes to county operations, functions,
structures, including the assessment of the feasibility of a county business unit focused on
children, youth, and families. They have been developed based on input from leadership of the
organizations named to participate in the workgroup 23 24 . In addition, participants provided the
recommendations to the Interbranch work group for review and feedback.
Feasibility
Assessment

Establishing a county business unit with a focus on children and youth
services

Washington State has recently undertaken a reorganization of some of its services for children,
youth, and families, combining Children’s Administration and Department of Early Learning into
one department with a focus on children, youth, and families called the Department of
Children, Youth, and Families (DCYF). Not all functions have been consolidated under DCYF;
recommendations regarding whether the Office of Homeless Youth Prevention and Protection
Programs in the Department of Commerce and whether the Juvenile Rehabilitation division of
the Department of Social and Health Services should be integrated into the DCYF, and if so,
what the appropriate timing and process is for integration into DCYF, are due in November
2018.
This report recommends not creating a single county business unit focused on children and
youth at this time. A primary factor for this recommendation is that this change would impact
only Executive departments, and not separately elected agencies (Superior Court and the PAO)
that have significant bodies of work serving children, youth, and families, which limits the
efficacy, efficiency, and impact of a reorganization.
Other factors for this finding include the potential for substantial cost and disruption. The
resources to plan, implement, and manage such a change would necessarily come from existing
services, resulting in cuts that would likely impact direct services for children, youth, and
families. King County is also in the midst of other county reorganizations and change efforts
already underway (Metro and Local Services, Public Health and Juvenile Detention
programming). As noted earlier, placing the programming for Juvenile Detention under Public
Health is expected to yield further improvements to services for children, youth, and families
impacted by secure detention for youth.
The recommendations below share common themes: using existing collaborations, roles, and
structures to help achieve better outcomes for the children, youth, and families who live in King
County. The following recommendations outline a measured approach for continuing to build
23
24

See Ordinance 18636, lines 126-135 and appendix B for the list of Interbranch Work Group participants.
The sponsors of the Ordinance were interviewed. Council staff was invited to attend all Interbranch Work Group meetings.

Page 21 of 27

 on the work that has been achieved through collaboration over the last 20 years. By identifying
shared outcomes, measuring progress toward achieving outcomes, and leveraging existing roles
and structures, King County can take a fiscally and operationally prudent approach to building
on current strengths and align efforts for all who serve children, youth, and families in King
County.
Recommendation 1

Jointly create shared outcomes for children, youth, and families across
King County separately elected agencies and Executive departments

Identified in the Youth Action Plan 25, echoed by the JJESC 26 and referenced by the Children and
Youth Advisory Board (CYAB) in its initial Zero Youth Detention recommendations27, this
recommendation is the foundation for achieving improved outcomes for King County’s children,
youth, and families across King County’s health, human services, and justice systems, including
reduced use of secure detention for youth.
While there has been significant progress on identifying, monitoring, and reporting on
outcomes for children, youth, and families via BSK, developing shared outcomes across all of
King County’s services for children, youth, and families has not yet occurred. All key informants
interviewed endorsed creating shared outcomes, including the separately elected PAO and
Court. This recommendation enables the development of shared data and metrics for joint
reporting, which in turn supports accountability and transparency to communities and
policymakers.
The Executive, Court, and PAO will need to coordinate a formalized approach to implement this
recommendation. Rather than creating additional workgroups, it is possible to leverage existing
collaboration tables such as Criminal Justice Council or Uniting for Youth to be the venue for
this work. In addition:
•
•
•
•

Initiatives such as BSK and VSHSL that have existing outcomes could be leveraged to help
shape outcomes for justice involved children, youth, and families.
Science—including the brain and behavior development of children and youth—should
prominently inform outcomes.
Outcomes must be developed in partnership with communities where those most impacted
are meaningfully involved in the discussions as an equity and social justice best practice.
Tremendous knowledge and lived experience exists in groups such as the Children and
Youth Advisory Board and the Juvenile Justice Equity Steering Committee that could be used
to inform development of outcomes.

25

Youth Action Plan Recommendation 4a, page 60.
Recommendations from the Juvenile Justice Steering Committee are attached as Appendix J.
27
Recommendations from the Children and Youth Advisory Board are attached as Appendix K.
26

Page 22 of 27

 Jointly determining outcomes alone isn’t enough, however. Along with setting outcomes, it is
necessary for data on outcomes to be gathered so it can be jointly reviewed and analyzed,
shared data across agencies and with communities, and used inform program and quality
improvements.
Recommendation 2

Use Strategic Advisor for Children and Youth to advise all Executive
departments providing services to children, youth, and families and
offer to advise separately elected agencies

The Executive created the Strategic Advisor for Children and Youth position in 2016. Residing in
DCHS, the position has been necessarily focused on the launch, oversight, coordination, and
implementation of BSK work. The opportunity exists to now use the full scope of the position
beyond BSK to coordinate and lead the work among and between King County’s departments
and separately elected agencies’ policies, services, programs, and data involving children, youth,
and families including the development of shared outcomes per Recommendation #1 above.
This recommendation leverages an existing role to bring an intentional, coordinated focus on
children, youth, and families across King County departments and agencies serving children,
youth, and families. One key facet of this existing role and position is that it monitors national
research and trends associated with the development of children and youth, including brain
science. Through the implementation of this recommendation, this knowledge and expertise
could be available to all departments and agencies in King County, resulting in greater
coordination and alignment, and ultimately better outcomes for children, youth, and families.
Implementation of this recommendation may result in future organizational shifts within DCHS
to address workload and align populations served with service approaches.

Recommendation 3

Continue to utilize the Children and Youth Advisory Board to advise
the Executive and Council on all matters relating to children, youth,
and families including juvenile justice matters

King County Children and Youth Advisory Board (CYAB) was established in 2016 to assist
policymakers as they consider outcomes, policies, and investments for children, families, youth
and young adults28. The CYAB also serves as the BSK strategies oversight and advisory body
providing recommendations on the distribution of BSK levy proceeds. The board includes child
and youth experts, researchers, and community leaders with specialized knowledge and
training.
28

Via Ordinance 18217

Page 23 of 27

 In January 2018 the Executive asked the CYAB to provide advice on the development of
strategies and recommendations to achieve a path to zero youth detention. The board
responded in May with initial recommendations (Appendix D) from an ad hoc committee on
juvenile detention, offering seven litmus questions to inform discussions and decisions related
to youth detention and five specific recommendations that address structure, language,
alignment and measurement. The CYAB recommendations are being integrated into the
development of Road Map to Zero Youth Detention work at all possible opportunities.
Using the CYAB to advise the Council and Executive on juvenile related justice matters, such as
the use of secure detention for youth, would enable the equity emphasis of the CYAB 29, its
public health lens, data focus, and grounding in trauma informed approaches to advise King
County policymakers on key elements related to the County’s evolving juvenile justice work. It
will bring a science informed objectivity and guidance to issues facing King County including
juvenile justice matters.
It will be necessary to further develop CYAB members’ knowledge of juvenile justice matters
and policies to ensure that they have the most current relevant information, as well as linking
the County’s justice agencies to the work of the CYAB. In addition, the CYAB may wish to
develop an ongoing subcommittee dedicated to exploring and addressing juvenile justice
system matters and improvements.
Recommendation 4

Reconstitute and re-charge Uniting for Youth collaboration table

Uniting for Youth, originally called the King County Systems Integration Initiative, is a
collaboration table where state and local agencies and organizations30 have come together
to together to examine and improve integrated program development, policy development,
and service delivery for children, youth, and families served by the child welfare and juvenile
justice systems. Uniting for Youth originated as a Models for Change Initiative funded by the
MacArthur Foundation in 2004, and developed beyond the funding period.
The Uniting for Youth (UFY) table produced a number of successes in the past that helped
various system partners work better together 31. The opportunity exists to revitalize and
recharge the Uniting for Youth table in light of the state’s reorganization of services for
children, youth, and families, the County’s evolving work with BSK, MIDD, and Zero Youth
Detention, as well as the County’s commitment to equity and social justice. This
29

Children and Youth Advisory Board equity statement is Appendix L.
See Appendix K for list of Uniting for Youth Member organizations as of June 2018.
31
Uniting for Youth Models for Change Report 2013
30

Page 24 of 27

 recommendation calls for a renewed vision to be established for the Uniting for Youth table to
work together with the CYAB, the Strategic Advisor for Children, and with the new state DCYF
to collaborate on the implementation of the Road Map as well as other efforts to continue to
improve outcomes for children, youth, and families and address racial disproportionality. This
recommendation responds to the recognition that achieving better outcomes for children,
youth, and families is a shared responsibility among county policymakers, departments and
agencies, and also between the county, state, and local jurisdictions.
Like the previous recommendations, this recommendation builds on past success within an
existing structure to inspire future action. It harnesses the organizational power of those
already at the table and brings in the specific expertise and knowledge of child and adolescent
development along with and a focused public health approach to the work of achieving better
outcomes for children, youth, and families involved with multiple systems, including the justice
system.
In implementing this recommendation, it will be necessary to assess areas of focus between the
CYAB and UFY to determine goals and deliverables, along with how the groups can effectively
work together. Both groups and the Strategic Advisor for Children and Youth should understand
the charge, role, and processes of the others along with collectively determining shared
deliverables and methods of data sharing to inform collaboration and progress toward goals.
The UFY table can play a role for monitoring data and developing responses as needed related
to recommendation #1 in this report: create shared outcomes. Formal reports from UFY to
county policymaker should be considered. Finally, county organizations should prioritize
staffing resources for this recommendation.

Conclusion
Involvement with the juvenile justice system—including detention—is a major barrier for youth
to be happy, healthy, safe and thriving. These barriers are amplified for youth of color.
Reducing the use of secure detention and eliminating racial disproportionality are major
components of achieving better outcomes for children, youth and families in King County. The
Executive is committed to continuing reducing the use of secure detention and eliminating
racial disproportionality. These outcomes can be achieved only in partnership with
policymakers, Superior Court, the Prosecutor, public defense, school districts, and law
enforcement.
The UW report outlines a number of suggestions for the three branches of King County
government to reduce the use of detention as well as offering architectural advice on making
the facility. The Executive, Court, and Prosecutor have worked collaboratively to implement or
Page 25 of 27

 plan to implement many of the recommendations in the report while working within policy,
jurisdictional, fiscal, and statutory parameters with regard to the CFJC building, contractual,
design and land use constraints. Foundational activities like shifting to a system-wide public
health approach builds on the promising efforts underway to transform Juvenile Detention into
an environment that limits further traumatization of youth, promotes their resilience, and
ensures youth and their families have access to needed supports and services. This approach
ultimately leads to better life success for youth and safer communities. Over the ensuing
months even further progress will occur in part by enacting the recommendations contained in
this report and in part through implementing the actions that will be outlined in the Zero Youth
Detention Road Map report due at the end of August 2018.
The recommendations in this document have been developed balancing the need for achieving
improved outcomes for children, youth, and families, with a pragmatic understanding of the
fiscal and staffing realities of King County along with the impact of changes planned and
currently underway. The Youth Action Plan states, “There cannot be one ‘single point of
accountability’ for all of the work related to children, youth, and families because one person
cannot be responsible for the broad successes or failures of meeting outcomes.” So too, one
county business unit cannot be responsible for all King County children, youth, and families
programming and services due to the major role of Superior Court and the PAO when dealing
with youth who are involved with the juvenile justice system. Reorganizing executive branch
agencies would have limited effectiveness due to the shared responsibilities for the County’s
juvenile justice system.
The findings and recommendations in this report provide the opportunity to further align
efforts and enable broader system collaborations between the branches of county government,
the state, schools, and communities to occur. Creating shared countywide outcomes for
children, youth, and families to include justice system outcomes and then collecting and
assessing outcomes data enables policymakers to target interventions that result in better
outcomes. By collaborating on implementing the recommendations, the Executive and to the
extent possible, the PAO and Court, will advance the underlying intent of the Ordinance:
achieve better outcomes for children, youth, and families of King County.

Page 26 of 27

 Appendices A-K

Appendix
A
B
C
D
E
F
G
H
I
J
K
L

Description
Crosswalk of University of Washington Report Recommendations
Interbranch Work Group Members
List of Key Informant Interviews
Children and Youth Advisory Board Initial Zero Youth Detention
Recommendations
Juvenile Court Services Community Report
Community Empowered Disposition Alternative and Resolution
Program Description
Description of Public Health Approach
Behavioral Health Division Youth, Family, and Prevention Programs
Best Starts for Kids Stopping the School to Prison Pipeline Funding
Juvenile Justice Equity Steering Committee
Uniting for Youth Member Organizations
Children and Youth Advisory Board Equity Statement

Page 27 of 27

 1b8

1b7

1b6

1b5

1b4

1b3

1b2

1b1

1b

1a

1.

Rec #

• Examine the current instrument used to determine youth placement and compare with
the Structured Decision Making (SDM) tool to evaluate the security level that a youth needs
and to guide their placement in transitional beds, residential beds or Alternatives to Secure
Detention (ASD) beds when possible

• Consider alternative classifications schemes that also adhere to JDAI and PREA standards

c. Work with Juvenile Detention staff to re-evaluate secure placement housing
classifications to maximize utilization of secure living units
• Consider the impact of same-level units (housing 8 youth) on classifications intended to
separate contact of certain populations of youth

• Eliminate BECCA beds in compliance with the Legislature’s recent Truancy Reduction
initiative (2SHB 2449)28 and the pending 2017 reauthorization of the Juvenile Justice
Delinquency Act (JJDPA)
• Consider alternative uses of BECCA bed space: program space, orientation space, secure
or transition living units for girls of for youth with acute mental or behavioral problems

• Build more residential beds at the onset of construction (4 units total), thereby reducing
the number of beds within the secure perimeter

• Design transitional beds (low detention-grade units) within the secure perimeter from the
onset

Explore architectural designs that allow for transitional beds and more residential
(community-operated) beds

Reduce the number of secure beds, design transitional units and design more residential units
Explore architectural designs of same-level units with 8 beds each; re-assess whether
mezzanines/pods can be eliminated or reduced in the transition or residential units

Recommendation

Currently
Doing

Planned to be
Implemented
Modified from
Recommendation

l

l

l

l

l

l

1

l

l

l

l

l

Non Executive
Not Planned for
Policy - Court or
Implementation
PAO Discretion

UW Report: Architectural Recommendations

Planned to be
Implemented As
Recommended

UW Report Recommendations
June 2018 Implementation Status

l

l

Funding

This was done for the design and operation of the future building; and may occur in the
future in partnership with labor and the Court.
This was done for the design and operation of the future building. When possible, this will
occur in alignment with staffing ratios required by Prison Rape Elimination Act (PREA) while
preserving the ability to meet individual youth's needs and safety requirements, as space
allows in the building.
This was done for the design and operation of the future building; may occur in the future
in partnership with labor and the Court.
Placement of youth into secure detention, release, or alternatives to secure detention
(ASD) is determined by Superior Court. Expanding those options to include transitional or
residential beds would be determined by Superior Court. Superior Court currently uses
Juvenile Detention Alternatives Initiative (JDAI) Detention Rating Assessment Instrument
(DRAI) to determine placement option.

Becca and orientation beds are interchangeable in the current design. Repurposing Becca
unit could potentially occur depending on population needs.

Adding additional beds/units without expanding the footprint would reduce secure bed
capacity to an extent as to not meet separation/space/classification needs with current
populations numbers, including auto adult youth. Expanding the footprint would add
significant cost to the project. Transitioning units to community use as the secure
population declines will occur.
State law does not provide for the elimination of Becca beds. King County is working to
eliminate the need for Becca beds in partnership with school districts and communities.

Transitional and/or community operated beds are a part of the design plan for CJFC with a
vision toward turning over more units to transitional/residential use as the number of
youth referred for detention declines. Could be within the secure perimeter depending on
population.

Transitional and/or community operated beds are a part of the design plan for Children
and Family Justice Center (CJFC) with a vision toward turning over more units to
transitional/residential use as the number of youth referred for detention declines.

Within the existing footprint, this model would reduce bed capacity in half which does not
meet current separation/space/classification needs. Design and construction cost to make
these changes without expanding the footprint of the facility estimated to be in the $5-10
million range. Expanding the footprint would add significant cost to the project (upwards of
$20 million) and result in a significant delay. Creating 2 levels of 8 bed units within the
existing footprint would block out the natural light to the lower level and would require
raising the building height in order to fit the HVAC system estimated to be an additional
cost of $10-20 million.

Basis For Determination/Notes

Appendix A

 3c

3b

3a

3.

2g
2h

2f

2e

2d

2c

2b2

2b1

2b

2a

c. Partner with local community-based organizations to run residential housing and
community programs

b. Reinforce that the design of negative pressure infirmary beds meet therapeutic and
medically appropriate standards in the clinic

a. Amend “trauma-informed” branding of the design; acknowledge it is in conflict with the
concept of youth detention. Consider alternative language (“trauma-reducing”)

Include white-board paint in all living units and in shared spaces
Review staffing levels
Design a facility that aligns with a vision of strengthening families and communities

Include on-suite bathrooms, kitchens and courtyards

Include a room for mothers and children in visitation

Review the potential of managing youth in open spaces during intake (reduce the use of
holding cells)
Include centralized dining area

• Allow youth to phase out of secure detention into transitional housing for good behavior
and/ or as their release date nears.

l

l

l

l

l

l

l

l

2

Design living spaces centered on fostering decision-making responsibility, self- management and relationship building in the detained youth population
Consider the use of materials and interior design elements reminiscent of college dorms
l
rather than adult jails to create a therapeutic environment for youth
Include varying degrees of detention grade (see the appendix for design suggestions by an
l
HOK Architect):
• Design some bed units as transitional.
l

l

l

l

Non Executive
Not Planned for
Policy - Court or
Implementation
PAO Discretion

2.

l

Planned to be
Implemented
Modified from
Recommendation

• Consider how expanded use of transitional beds and currently designated BECCA beds
will impact the housing classification of secure living units

Recommendation

Planned to be
Implemented As
Recommended

1b9

Rec #

Currently
Doing

UW Report Recommendations
June 2018 Implementation Status
Funding

The new facility will contain residential housing units not part of secure detention that will
be operated by community agencies. The County will seek community provider(s) to
operate the 2 residential housing/transitional units that are in the CFJC design and not part
of secure detention via a request for proposal (RFP) process. The county currently partners
with a number of providers to operate residential housing programs and a wide array of
community programs.

Trauma Informed Care (TIC) facility expresses the county's intent on treating youth while
in the facility.

CFJC staffing model meets the JDAI and PREA standard of a 1:8 ratio.

Will not be implemented due to safety issues with bringing all youth to one central
location. Dining with small groups, as designed in the current facility, creates a more
normative environment, and will continue.
These rooms are in use at the Youth Services Center (YSC) and provided for in the design of
CFJC.
Each dayroom has small kitchenette, outdoor courtyard (recreation area), and bathrooms
(youth do not have to go back to their dorms).

Current design of CFJC intake area is designed of opening seating.

Meeting current secure bed capacity needs, including the longer term housing of the auto
adult population formerly housed at the RJC, is required. It is expected that the secure
detention will decline and transitional units will be made available.
See above. Placement options (secure detention, ASD or release) are determined by
Superior Court.

The materials in all of housing units to reflect a normative environment. Non secure units
are being built with upgraded finishes.
See above.

Executive is committed to reverting secure living units to transitional units or residential
units as the secure population declines. Community and justice partners continue to
identify, develop and implement strategies to minimize the use of secure detention
whenever possible.

Basis For Determination/Notes

Appendix A

 1.

1a2

1a1

a.

3d

3c8

3c7

3c6

3c5

3c4

3c3

3c2

3c1

Rec #

Pass a county act prohibiting the placement of status offenders in to SD and allocate
funding to place youth in crisis residential centers

Eliminate admission of status offenders to secure detention
Policy
• Eliminate secure detention for At-Risk Youth (ARY), Child in Need of Services (CHINS),
truancy and dependency custody offenses

d. Non-secure beds and spaces must be culturally appropriate to serve all racial and ethnic
groups and be inclusive of religious differences, differences in sexual or gender
identification and medical histories

• Engage arts organizations to work with detained and non-detained youth to develop
murals and installations

• Expand the program suite to increase community accessibility

• Include more conference rooms available for community use

• Allot space for homeless youth in residential units (as TLP housing) until the young person
finds a job to pay for stable housing

• Allot space for beds for youth with acute and serious behavioral (mental health,
substance abuse) or emotional needs in residential units

• Allot space for specialized alternative to secure detention (SASD) beds for youth with
acute and serious behavioral (mental health, substance abuse) or emotional needs in
residential units

• Allot space for alternative to secure detention (ASD) beds in residential units

• Allot space for expansion of programs modeled after FIRS in residential units

Recommendation

Currently
Doing

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Planned to be
Implemented
Modified from
Recommendation

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Non Executive
Not Planned for
Policy - Court or
Implementation
PAO Discretion

UW Report: Program and Policy Recommendations

l

l

Planned to be
Implemented As
Recommended

UW Report Recommendations
June 2018 Implementation Status
Funding

Policy decision of the court. Currently detention is not used for truancy; it may be used for
ARY and CHINS in instances of child safety but not as a sanction. Requires resources for
safe alternative housing and services for youth in community.
Currently a policy decision of the Court; Council action would be required to dictate Court
policy.

rooms and program space in secure detention will not be available to the public for
security reasons. Changing the design or footprint to add space is not feasible at this late
date due to significant cost increases.
The program suite in included to facilitate community providers greater access to youth.
For security reasons it is not a resource for the general public.

Utilization of the units within the facility for this purpose is possible as the secure
population declines. The County will work in partnership with communities to
collaboratively determine the utilization of space and programming. An RFP is planned to
be issued to contract with a community provider to run the 2 planned residential housing
units that are in the current design and not part of secure detention. The County funds a
number of YYA Transitional Housing programs. Changing the design or footprint to add
space
not feasibleinatthe
thisCJFC
latecourthouse
date due towill
significant
cost for
increases.
A
largeisconference
be available
public use. Conference

The County currently provides this program offsite. Utilization of the facility for this
purpose is possible as the secure population declines.
The County currently provides this program offsite. Utilization of the facility for this
purpose is possible as the secure population declines, however, applicable land use codes
for this space provides for the development of detention related functions and medical
related facilities in a residential zone are prohibited.
The County currently provides this program offsite. Utilization of the facility for this
purpose is possible as the secure population declines. Applicable land use codes for this
space provides for the development of detention related functions; medical related
facilities in a residential zone are prohibited.

See above. Utilization of the facility for this purpose is possible as the secure population
declines.

Basis For Determination/Notes

Appendix A

 • Offer wraparound evaluations and services: enhance the Children’s Crisis Outreach
Response System (CCORS) and if needed, provide crisis stabilization beds in Safe Spaces

Continue to reduce the number of juvenile offenders admitted to secure detention
Policy

• Expand pre- and post-disposition alternative to secure detention (ASD) programs
(Electronic Home Detention, Group Care, Work Crew, and Weekend Reporting)

1b4

2.
a.

2a1

2b4

2b3

2b2

2b1

b.

• Identify funding to expand residential units modeled after FIRS. Suggested eligible crime
categories include: Offender warrants, probation violation warrants and probation violation
sentences; Non-DV Assault 4 cases (against store security personnel, officers, transit/bus
drivers, health care providers that are best described as resisting or mere unwanted
touching); Felony property crimes (Class C felonies such as car theft); Drug/alcohol-related
cases
• Clarify and standardize the role of the Juvenile Justice Assessment Team (JJAT) and the
Children’s Crisis Outreach Response System (CCORS)
• Provide direct referrals to immediate housing options onsite (such as Safe Spaces) or at
partnering community-run organizations. Train resource center staff in 24/7 crisis
stabilization and intervention

Programs
• Increase opportunities for judges, prosecutors and public defenders to expand electronic
home monitoring and screen-and-release

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Reduce detention admissions for warrants, probation violations, misdemeanors, felony
property crimes, and drug crimes

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Not Planned for
Policy - Court or
Implementation
PAO Discretion

l

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Planned to be
Implemented
Modified from
Recommendation

•A
  mend the practice of not permitting bookings of youth under 12 to detention without
the specific authority of the Chief Juvenile Court Judge to apply to you under 14

l

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Planned to be
Implemented As
Recommended

2a3

2a2

1b3

• L imit commitment to secure placement to high risk youth

• Expand funding of programs modeled after FIRS to include status offenses and active
warrants issued for status offenses
• Expand funding of Step-Up under the Best Starts for Kids strategy area “Help Youth Stay
Connected to Families and Communities.”
• Expand community truancy boards

1b1

1b2

Programs

• Allow status offenders to sign informal agreements instead of diversion agreements

Recommendation

b.

1a3

Rec #

Currently
Doing

UW Report Recommendations
June 2018 Implementation Status

l

l

l

Funding

DCHS is working with Juvenile Court on a retooling of the JJAT team and program. The
Court has recently hired a JJAT supervisor.
A contract for under 18 shelter bed is in place. A partnership with YouthCare to provide
onsite Housing Navigator to address issues around housing/homelessness for youth is
underway. Direct referrals are a policy decision of the Court.

The Court implemented a policy change allows Judges to order youth directly into ASD
programming. Screen & Release policy has also recently been amended to expand
eligibility. Placements options (secure detention, ASD, release) are determined by Superior
Court.
Policy decisions of the court. Additional funding required to expand access.

Policy decision of the court. The Court has implemented several policy and practice
changes with the goal of reducing detention admissions. Additional changes are policy
decisions of the Court.

Policy decision of the Court. Collaborative efforts between DAJD and the Court are
underway to explore expanding alternative programs. Federal Way Youth Action Team,
HYPE, and POP already implemented.
Policy decision of the Court. The Court's current practice minimizes use of secure
detention to the highest risk youth. Recent changes to the Detention Intake Criteria have
further reduced likelihood of detention for lower risk youth.
Policy decision of the court.

Best Starts for Kids funding is fully programmed with planned investments underway. The
Step Up Program is rarely at capacity; expansion is not warranted.
As of June 2018, community truancy boards are in place with all but four King County
school districts.
Wraparound services are currently implemented. The County is implementing a CCORS
expansion.

Policy decision of the court.

Policy decision of the court. Status offenders do not sign informal or diversion agreements.

Basis For Determination/Notes

Appendix A

 o 180 Program, which is available to youth facing their first or second low-level
misdemeanor offense

o A Warrant Prevention Program to better assist youth and their families in attending
scheduled hearings; create video-opportunities for remote court appearance

• Partner with King County Behavioral Health and Recovery Division to increase the
availability of evidence-based treatments for youth with disruptive behavior in the public
behavioral health system
• Expand access for eligible youth who meet TR v DSHS settlement criteria to allow access
to Wraparound with Intensive Community Services (Wise)
• Expand funding and staffing support for prevention and diversion programs under the
Best Starts for Kids strategy area of “Stopping the School-to-Prison Pipeline”.

• Allocate funds for evidence-based behavioral health interventions for youth in the
home, secure/transitional units, residential units and specialized alternative to secure
detention beds (SASD) to include a full continuum of therapeutic behavioral health
supports for youth who present substance abuse, mental health or other behavioral health
needs; recommended modalities include DBT, MST-FIT and motivational interviewing.
Continue expanding rehabilitative orientation for all youth involved with King County
Juvenile Court and assure access to empirically-supported treatments

Recommendation

2b14 o Federal Way Youth Action Team
o The Youth Engagement Team, who takes referrals from multiple points including law
2b15 enforcement and uses mediation/family reconciliation to return youth home or place youth
into housing.
o Community Passageways, which is a mentorship and leadership development program
2b16
that employs formerly incarcerated individuals as ambassadors and mentors
• Expand Two Tier Warrants: Suggested eligible crime categories include: all failure to
2b17
appear warrants, prostitution, property felonies and probation violations.

2b12

o Continue to develop the Unlawful Possession of a Firearm (UPFA 2) Peace Keeping Circle
Intervention Program
o Property theft diversion programs (continue to support Theft 3 and Mall Safety Pilot
2b13 Project and evaluate its effectiveness).

o The IF Project, an innovative partnership between law enforcement, community leaders
and the previously incarcerated which engages inmates to share their experiences through
2b11
writing and video diaries as a way to dispel misconceptions and prevent crime

2b10

2b9

2b8

2b7

2b6

2b5

Rec #

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Recommendation

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Non Executive
Not Planned for
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Implementation
PAO Discretion

UW Report Recommendations
June 2018 Implementation Status

l

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l

Funding

The Court currently has two tier warrants. The Court is currently reviewing crime
categories. Policy decision of the court.

Currently Best Starts funded
Facets of this recommendation are addressed by FIRS, Federal Way Youth Action Team,
and Safe Spaces.

The Community Empowered Disposition Alternative and Resolution (CEDAR) pilot program
replaces this program.
Currently Best Starts funded

This is currently underway. If Project volunteers facilitate groups with our youth 2x per
month. Currently, working on developing a research project with NYU to conduct rapid
cycle trials to determine the efficacy of our programming.

The program, now called Choose 180, is expanding through other non-county funding
streams. Expansion requires additional funding.

A Court funded warrant prevention pilot was completed. It was not continued due to
performance metrics not being met. The Court is planning text message reminders along
with warrant quashing opportunities. Video conferencing is currently not planned.
Additional funding would be needed for such a program.

The stated priority and focus of Best Starts for Kids funding is prevention and early
intervention. While some of the suggested programs under this recommendation are
currently funded by Best Starts for Kids, some are funded through other sources, and some
are not planned for funding. Best Starts funding is committed per the spending plan. Any
additional or expanded expenditures come at the expense of community based prevention
and early intervention activities.

The County is expanding use and reporting of EBP and culturally based promising practices
for youth in the community. Additional funding is required to expand evidenced based
modalities to youth not currently in the legal system.

The County contracts for many of these community based services for those eligible for
behavioral health and wraparound services, including the modalities recommended. The
Court currently provides evidence based interventions (MST-FIT, FFT, ART, EET, COS) to
eligible youth as determined by Washington State Risk and Needs Assessment - PACT.
Additional funding is required to create and support operations of units. Additional funding
is required to expand access to evidenced based modalities.

Basis For Determination/Notes

Appendix A

 o Refer to residential unit youth who have more than two warrants in the past six months.

Recommendation

• Support state-wide juvenile justice reform initiatives to reduce adult adjudication of
juveniles
o Consider amending the list of crimes for which youth can be tried as adults. For
example, remove Robbery 1
o Support housing youth tried as adults in juvenile facilities until age 25 in order to provide
better rehabilitative programming and reduce recidivism
Enhance workforce training and improve behavior management protocols
Policy
• Provide mandatory trainings to current and incoming law enforcement, judges,
detention staff, and probation counselors on cultural competence, implicit bias,
institutional racism, LGBTQ, diversity, youth homelessness, crisis intervention/deescalation, trauma, family engagement, case planning, advocacy and adolescent brain
development
• Allow detention staffing patterns and schedules to accommodate weekly
multidisciplinary team meetings with detention supervisors, detention officers, mental
health staff, teachers, restorative justice coordinator, probation counselors and mentors to
develop detention case plan and transition plan (e.g., add teachers and mentors). A
component of this is to develop continuous strategies to help youth gain “good time” for
early release (even if the youth came from ASD).

3a4

4a2

4a1

4.
a.

3a6

3a5

3a3

• Support a County Ordinance prohibiting the placement of youth under 18 in adult
facilities
• Move the Juvenile Division of the Department of Adult and Juvenile Detention to another
county department to better reflect the county’s position on juvenile justice as ageappropriate and non-punitive. Consider the Public Health- Seattle and King County (PHSKC)
or the Department of Community and Human Services (DCHS) as options

3a2

2b20

• Reduce the use of Violation of Court Order (VCO) Warrants issued at the request of
Juvenile Probation Counselors
o Develop compliance contingency plans around success based on treatment plans,
2b21
educational participation and pro-social development
3. Transfer youthful offender population from adult facilities to juvenile facilities
a. Policy
3a1 • Transfer youth currently detained in the Maleng Regional Justice Center to the Youth
Services Center / CFJC

o Refer to residential unit youth who would otherwise be detained because there is no
adult available to meet them at release, they have been absent from home for at least 72
2b19
hours without parental consent, or they are “beyond the control of his/her parent.”

2b18

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UW Report Recommendations
June 2018 Implementation Status
Funding

DAJD’s annual training plan includes training on trauma, adolescent development, crisis
intervention/de-escalation. Juvenile Court staff, including all probation counselors and
juvenile judges, are in the process of completing a series of four mandatory trainings on
race and equity, focusing on the topics of cultural competence, implicit bias, and
institutional racism.
Underway and expanding multidisciplinary teams. Post adjudicated youth good time is
solely within purview of DAJD; pre adjudicated are fully within the Court's discretion.

State Legislative action required.

Individual policy decisions to support legislation made by Executive and separately elected
judges and prosecutor.
State Legislative action required.

Oversight of programmatic elements of DAJD t moved to Public Health in spring 2018.
Moving detention operations to Public Health may require approval of Court and Council.

County Council action required.

Completed December 2017

Policy decision of the court.

Policy decision of the court. Court currently reviewing policy.

Policy decision of the court. Court currently reviewing policy.

Basis For Determination/Notes

Appendix A

 o Allow youth to receive and send mail between correctional institutions (they can
currently only exchange communication with a parent or legal guardian).

o Extend visitation to all include all siblings (currently only siblings under eight are
allowed).
o Allow visitation five times a week instead of three.

• Expand Visitation access.

o Train restorative justice coordinator in restorative practices and evidence based
behavioral interventions (the current coordinator used to be part of the Orientation and
Assessment Team). Consider expanding individual position to a team structure.

o Youth should be held in orientation for up to 12 hours and no longer than 24 hours. The
Orientation and Assessment team used to be composed of two individuals and is now only
handled by one person. This high workload has resulted in youth being held in orientation
with no programming (not even school or gym time) for up to 72 hours.

• Expand Orientation and Assessment team.

Recommendation

4a14

4a13

4a12

4a11

o Refer youth to mental health practitioner after 2 consecutive absences instead of 5.

o If it’s necessary for youth to receive instruction in their living units, consider expanded
courtyard time and emphasize individual activities (writing, drawing, etc.).

o Emphasize daily and consistent school attendance and participation.

• Review entire School Compliance Procedures.

o Allow youth to have regular and free access to phones to call caregivers, relatives,
4a10 defense, probation, outside therapist, etc. (currently youth are only able to make phone
calls if their families purchase a calling card).

4a9

4a8

4a7

4a6

4a5

4a4

4a3

Rec #

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Recommended

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Planned to be
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Modified from
Recommendation
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Non Executive
Not Planned for
Policy - Court or
Implementation
PAO Discretion

UW Report Recommendations
June 2018 Implementation Status
Funding

In partnership with the provider of behavioral health services, DAJD will review and amend
the current practice.

DAJD reviews it's school compliance procedures annually. The school curriculum is
determined by Seattle Public Schools.
This is done on a daily basis in collaboration with Seattle Public Schools.

As of May 1, 2018 youth have access to free phone calls to parent or guardian, defense
attorneys and Juvenile Probation Officers.

DAJD will review current visiting data to determine if increased visitation is feasible in the
existing space with current space limitations. DAJD will review the current policy for the
new facility.
DAJD will review the current policy. Current policy is consistent with other state institutions
(juvenile and adult) that prohibit communication of this kind without authorization.

Policies are currently being revised to reflect family engagement; DAJD has begun testing
expanded visitation with loved ones.
DAJD is reviewing pending assessment of the expanded visitation test (noted above).

The Restorative Justice Coordinator has been trained in Trauma Informed Care and
restorative practices. The individual will become an Aggression Replacement Training
facilitator in April and be trained in motivational interviewing in summer 2018

DAJD has determined due to the current population that the Orientation and Assessment
team is adequately staffed.
It is current practice that youth are housed in the Orientation Unit between 12 and 24
hours.

Basis For Determination/Notes

Appendix A

 • Allow youth to move into transitional beds for good behavior using the Level System; use
level changes (demotions) as punishment only in extraordinary circumstances.

Recommendation

o If a youth resides in orientation for more than 24 hours (holidays, weekends),
programming should be provided.
o Include youth returning from a JRA facility in this consideration.

4a27

o Assign jobs to Honor Level youth based on interest and abilities (leadership roles in
recreational or program activities, mentorship).
4a28 o Allow youth to have personal items.
4a29 o Allow youth who reach Honor Level to move into transitional housing.

4a24 o Allow programming with Honor Level.
4a25 o Develop an open door policy.
o Allow youth move from Tier III to Honor Level after earning 5 consecutive Incentive Days
4a26 or earlier by discretion instead of after 25 days.

o Allow low-risk youth to move from Base Level (basic rights) to Tier II (basic rights plus
4a20 privileges) on second day in detention instead of after 3 consecutive days where youth
display positive behavior (Incentive Days).
o Allow youth to continue to work towards early release (do not forfeit eligibility if youth
4a21
is demoted to Base Level).
o Allow youth to move to Tier III (privileges and responsibilities) after earning 3
4a22
consecutive Incentive Days instead of 7.
o Move current jobs designated for Honor Level to Tier III (food cart pick-up, rec. specialist
4a23 assistant, library assistant).

4a19

4a18

o For all levels, if youth do not earn an Incentive Day (a day where positive behavior is
displayed), the number of days they have accrued thus far should remain constant (not
4a16
rolled back to zero). When a new Incentive Day is gained, it should be added to the total
number of Incentive Days earned.
o During the first 24-hours a youth is in detention for orientation, the multidisciplinary
4a17 team may consider placing youth in Tier III or Honor Level.

4a15

Rec #

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Recommendation

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Implementation
PAO Discretion

UW Report Recommendations
June 2018 Implementation Status
Funding

Housing options are determined by the Court.

The new incentive system allows for new admits to move through the levels faster than
the previous system while giving staff the opportunity to maintain safety and security for
all youth.
The new behavior management system will expand options for participation in leadership
roles.

"Jobs" are the highest in earned privileges in an expanded level system; due to increased
gang violence, many of the jobs have had to be suspended to protect even those at the
highest levels to maintain consistent safety and security.

In the new system, they will earn progressive privileges faster than in the current system.

In the new incentive system, juveniles won't lose any incentive days except for the most
serious infractions. For the first offense, if they have no further infractions they keep their
level. For the second offense they will lose a significant number of incentive days but not all
of them.
The new incentive system allows for new admits to move through the levels faster than the
previous system while giving staff the opportunity to maintain safety and security for all
youth.
Some programming is provided while a needs based assessment occurs during this time
frame.
Some programming is provided while a needs based assessment occurs during this time
frame.
The new incentive system allows for new admits to move through the levels faster than
the previous system while giving staff the opportunity to maintain safety and security for
all youth.
Release is determined by the Court.

Placement into the current options secure detention, release, ASD is determined by
Superior Court. Expanding options to include transitional or residential beds would need to
be determined in partnership with Superior Court. Superior Court currently uses JDAI's
Detention Rating Assessment Instrument (DRAI) to recommend placement option. DAJD's
behavior management system is currently under review and will be revised in 2018 using
best practices of JDAI, Trauma Informed Care and Cognitive/Dialectic Behavior Therapy to
promote positive behavior management. DAJD is aligning youth behavior management
tools/system with best practices, informed by a public health approach. Revisions to the
behavior management system will be phased in beginning in summer 2018.

Basis For Determination/Notes

Appendix A

 Behavior Management Tools

Recommendation

a4a40

a4a39

a4a38

o Daily activities should be modified provide incentive only if youth are a safety threat to
others. Continuous programming should be emphasized for these youth
o Specific Intervention Programs (SIP): a program designed for youth who spend an
unusually large amount of dorm time as a result of Program Modifications, the SIP lays
out activities over 4 to 7 days.
o Allow youth to earn Incentive Days and to progress in the Level System.

o Behavior Contracts: a tool used to outline the specific behaviors that a youth needs to
complete in order to be successful in the Level System (includes background behavior,
specific target behavior, alterative behaviors)
o Behavior Incentive Programs (BIP): a program used for youth at risk of being demoted in
the Level System.

o If it becomes apparent near the end of a staff member’s shift that the youth is not
4a32 meeting expectations, allow youth the opportunity to have an intervention first thing the
next morning and still gain an Incentive Day for the previous day.
o Program Modification: a tool used to document rule infractions and associated
behavior.
o Instead of restricting participation, youth who exhibit problematic or negative behaviors
a4a33
should receive programming.
o Consider allowing all youth to participate in social events (special assemblies, Saturday
a4a34
night movie, tournaments, church)
a4a35 o More effectively use radios and books as incentives.
a4a36 o Consequence Grid: a guide that describes infractions and consequences.
o Amend consequences to include behavioral interventions by line staff or sessions with
a4a37 mental health staff for minor infraction

o Problem Solving Model: Juvenile Detention Officer walks youth through the Behavior
4a30 Chain Analysis (derived from techniques of Dialectic Behavior Therapy) so that youth can
succeed at a social skill or task.
o Implement problem solving (Behavior Chain Analysis) in place of sanctions.
4a31

Rec #

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Modified from
Recommendation
Non Executive
Not Planned for
Policy - Court or
Implementation
PAO Discretion

UW Report Recommendations
June 2018 Implementation Status
Funding

As much as possible given separations of individuals for security purposes limits the
county's ability to provide "all facility" events.

They will receive programming based on their needs.

A form of behavior chain analysis will be introduced as we phase in the new behavior
management system.
All staff are being trained in restorative mediation to address conflict so that the young
person does not necessarily lose privileges.

A form of behavior chain analysis will be introduced as the new behavior management
system is phased in.

The new behavior management system incorporates as many of the recommendations
that capacity and security requirements allow. It is guided by the latest research and
evidence in adolescent brain science and trauma responsive care.

Basis For Determination/Notes

Appendix A

 Recommendation

o Review Level III in 4 days instead of 7.

a4a57

o Early bed: reconsider this practice.

o Allow youth out of base level eligibility for commissary after three Incentive Days
a4a54 instead of five; adjust commissary levels accordingly to increase privileges but do not
withhold.
o Prosecution: evaluate the impact that the proposed adaptations to the Level System, and
changes to behavioral, therapeutic and restorative interventions have on reducing negative
a4a55
behaviors which could lead to additional charges. Take measures to prevent prosecution of
youth in detention.
o Loss of Free Time (LOFT) should remain for youth who are difficult to manage; their
a4a56 schedules should include rigorous activities and programs.

a4a51 • Reduce the use of sanctions.
o Program Modification: limit the restrictions of youth from recreational activities, library
a4a52
privileges, religious services and a loss of commissary.
o When youth are disruptive and get removed from school or other activities for
behavioral reasons, perform problem solving (Behavior Chain Analysis) and consult with
a4a53
restorative justice coordinator.

a4a50

o Ultra-Security: status assigned to youth who are involved in staff assaults starting with
a4a46 Level I (restrictive, with potential use of shackles and handcuffs) and through Level III
(limited restrictions).
a4a47 § Engage multi-disciplinary team.
a4a48 § Include mental health team in debriefing sessions following serious incidents.
o Maintain Level II for 4 days instead of 7.
a4a49

o Critical Specific Intervention Program (CSIP): team of detention supervision,
management, mental health, orientation and assessment, nurse and others as needed
develop a plan to manage youth unresponsive to other methods of motivation.

a4a41 o Emphasize motivational interventions and restorative justice techniques.
o Youth should not be placed in isolation and should instead be given time outs (two
a4a42
hours or less) to de-escalate a situation.
o A problem solving session (Behavior Chain Analysis) should occur immediately or as
a4a43
soon as possible after an incident (currently this occurs after eight hours in isolation).
o Review and amend Key Milestones for Youth in Isolation as outlined in Policy No. 16.9,
a4a44
which is initiated when a youth is isolated for more than 8 hours.
• Develop strategies that reduce the likelihood of isolation (even as a rare occurrence).
a4a45

Rec #

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l
l

l

l

Currently
Doing

l

l

l

l

l

l

Planned to be
Implemented As
Recommended

l

l

l

l

10

Planned to be
Implemented
Modified from
Recommendation

l

l

Non Executive
Not Planned for
Policy - Court or
Implementation
PAO Discretion

UW Report Recommendations
June 2018 Implementation Status
Funding

Later bed times are an effective incentive for prosocial behavior and are reserved for
juveniles who have earned the privilege.

Policy decision of Prosecutor's Office

A form of behavior chain analysis will be introduced as we phase in the new behavior
management system. Aggression Replacement Training workshops and motivational
Interviewing techniques will be used when the new system is adopted until the staff has a
chance to be trained in behavior chain analysis.

The new incentive system allows for new admits to move through the levels faster than the
previous system while giving staff the opportunity to maintain safety and security for all
youth.
The new incentive system allows for new admits to move through the levels faster than the
previous system while giving staff the opportunity to maintain safety and security for all
youth.

No child will be confined to their room more than 4 hours of free time unless it is deemed
necessary for security purposes and will be given needs based programming.
This is the guiding principle of the new behavior management system

Basis For Determination/Notes

Appendix A

 Recommendation

o Allow and encourage youth to draw and write on the walls (coated with special paint),
allow youth to put up pictures on the walls.
o Reevaluate the facility’s dress code to better facilitate positive interactions.
o Include school uniforms and recreational clothing for youth. Consider eliminating visual
distinctions based on good behavior (white tops).
o Change wording of “bring a youth under control” to “intervene to de-escalate
behavioral problem” in the System for Managing Youth Behavior manual
o Improve Juvenile Detainee Information Handbook:
o Consider replacing current manual from 2014 with more current version; preferably
develop more interactive ways to communicate with youth (such as videos).

o Allow youth to go to the bathroom and get water during courtyard and gym time.

• Develop key performance indicators for “organizational change for sustainability” and
“trauma informed environment for youth. o Currently the Division Director evaluates
a4b2
revamped hiring practice informally using youth grievances and number of reported
incidents (which have gone down)
• Train clinic staff and resource center staff in 24/7 crisis stabilization and intervention.
a4b3

• The new budget cycle accounts for implementing DBT training for detention staff;
expand funding and contract to include community groups managing residential living
a4b1
units.

a4a68 o Include detainee rights as first section (before sexual abuse).
a4a69 o Change identification of Detention/ Probation “officer” to “counselor” or “staff”
o Use sensitive and age-appropriate language: For example, in the Court Procedures
a4a70 Section under “conditions courts may consider when addressing release,” change “parents
wanting you back at home” to “caregiver/parent involvement.”
b. Programs

a4a67

a4a66

a4a65

a4a64

a4a63

a4a62

a4a61

• Culture Change
o Re-evaluate the use of color-coded security bracelets designating security level/ offense
a4a58
type; consider the psychological consequences of this exposure on youth.
o Describe housing classifications when explaining the purpose of the Orientation and
a4a59 Assessment Specialist (instead of “it will help them determine how to best meet your
needs”).
o Encourage conversation between staff and youth and between youth peers.
a4a60

Rec #

l

l

Currently
Doing

l

l

l

l

l

l

l

Planned to be
Implemented As
Recommended

l

l

l

l

l

11

Planned to be
Implemented
Modified from
Recommendation

l

l

l

Non Executive
Not Planned for
Policy - Court or
Implementation
PAO Discretion

UW Report Recommendations
June 2018 Implementation Status
Funding

Training of staff in behaviors that help foster safe, positive interactions, irrespective of a
particular modality, is a priority and ongoing. DAJD and PH are reviewing therapeutic
modalities to determine the best options for the populations, particularly given the short
time that most youth are in the facility.

Labor implications - requires negotiation with the impacted bargaining unit.
DAJD is currently reviewing all policies, procedures and manuals to update language use to
align with best practices for a TIC facility. Court determines its terminology.

DAJD will review in collaboration with labor partners.
DAJD will review in collaboration with labor partners.

Chalkboard walls have been incorporated into the CFJC design for this purpose.

Youth have hygiene breaks before and after the activity unless it is an emergency.

DAJD review the current policy and modify if possible. Consideration must be given to
maintaining a safe and secure environment for youth.
Under review

Basis For Determination/Notes

Appendix A

 6.

5b10

5b9

5b8

5b7

5b6

5b5

5b4

5b3

5b2

5b
5b1

5a4

5a3

5a2

5a1

5.
5a

a4b4

Rec #

l

l

l

l

l

l

l

l

Planned to be
Implemented As
Recommended

l

l

l

l

l

12

Planned to be
Implemented
Modified from
Recommendation

Improve academic/ educational achievement and vocational/ work readiness for both detained youth and youth on probation

o Identify engagement strategies for immigrant and refugee communities

• Fund the expansion of Juvenile Justice 101, a program which employs navigators who
provide support to families undergoing the court process. Focus on reaching minority
communities by contracting with community organizations.
o Follow up with progress in the Latino Community led by Consejo and Centro de la Raza.

o Provide trainings about behavioral health, housing, educational and legal resources
available to youth; collaborate to improve outreach materials and communications.
o Create family engagement coordinator roles (family advocates).
• Create opportunities (video chat) for detained youth to communicate with their families
during and outside of visitation hours.
• Expand incentives for court-appointed special advocates (CASA) volunteers to ensure
that no child is without an adult advocate; fund required training for volunteers to work
with abused/neglected children.
• Expand Parents For Parents: provide financial incentives and/or transportation
reimbursement for parents to attend Dependency 101 and Dependency 201 classes.

Commit to maintaining continuity of advocacy at all stages of system involvement
a. Policy
• Eliminate barriers preventing mentors with criminal backgrounds from entering juvenile
and adult detention facilities and from applying for County employment.
• Focus on transition and re-entry from day one: include probation counselors, families
and mentors in case planning and program delivery plans.
• Provide regular visits for families and non-relatives and include flexible times to ensure
continuity of support and to facilitate relationship building.
• Clarify rules of court to ensure responsibilities of counsel as advocating for family
unification, treatment plans and modification hearings
b. Programs
• Create more opportunities for mentors/advocates.
o Provide trainings in DBT, trauma and crisis de-escalation.

• Provide mental health and wellness support for detention staff. o Self-care room. o
Identify ways to engage/ ensure staff participation in healing and talking circles. o Free
access to community mental health support.

Recommendation

Currently
Doing

l

l

l

l

Non Executive
Not Planned for
Policy - Court or
Implementation
PAO Discretion

UW Report Recommendations
June 2018 Implementation Status

l

l

l

Funding

The Court is re-envisioning family engagement strategies, including outreach and
education in the courthouse and in the community via Zero Youth Detention planning.

The Court is re-envisioning family engagement strategies, including outreach and
education in the courthouse and in the community via Zero Youth Detention planning.

State Children's Administration provides transportation vouchers for parents. Court staff
facilitate addressing other family needs to the extent possible. Stipends for parent allies
who teach classes and connect with parents at court are provided by the Court.
The Court is re-envisioning family engagement strategies, including outreach and
education in the courthouse and in the community via Zero Youth Detention planning.

Funding needed.
This resource will be available in the new building; the current building does not have the
Wi-Fi infrastructure to support this.
The Court supports this recommendation; funding needed.

DAJD and PH are reviewing therapeutic modalities to determine the best options for youth,
including youth who's stay in detention is 14 days or less.

Policy decision of the Court.

The County is exploring how to implement this recommendation.

The County currently has a program, EAP, Employee Assistance Program. Detention staff
are being trained in Peacemaking Circles, Keeper's Training. The Juvenile Division is
incorporating peacemaking circles throughout the organization as a way to build an
inclusive work environment for staff. County employees have access to employee
assistance programs along with medical insurance that provides behavioral health services.

Basis For Determination/Notes

Appendix A

 7b

7a3

7a2

7a1

7.
7a

6b2

6b1

6b

6a8

6a7

6a6

6a5

6a4

6a3

6a2

6a1

6a

Rec #

• Ensure that no youth exits to homelessness and is referred to a service provider
specializing in homeless youth and youth adult services for housing and case management
services.
• Ensure that youth who are unable to return home are given access to community
shelter (onsite or offsite), family reconciliation services and continued access to educational
opportunities
b. Detention Programs

Expand and support opportunities for community participation and youth re- integration
a. Policy
• Develop a County Legislative strategy to eliminate legal financial obligations (except for
restitution owed to individual victims of crime) and facilitate record sealing.

b. Community Programs
• Develop youth leadership training programs (with the intent of reducing youth
incarceration) in media, public speaking, and legislative and budget advocacy. Details
• Provide financial incentives and/or transportation reimbursement to motivate youth to
enroll in Learning Centers and YouthSource services; include this information in the
Resource Center.

• Give youth short term job placements based on contracts with community-run
vocational programs or other employment opportunities.
• Engage members of the Rotary Club, Chamber of Commerce and other Service
Organizations to a greater extent.

• Partner with Learning Centers (Shoreline Community College, Seattle Vocational
Institute) to provide orientation appointments to detained youth on GED preparation, postGED studies, college applications, WorkSource services and other available resources.
Consider creating an appointment as part of youth’s transition case plan.
• Partner with YouthSource (Renton Technical College) to provide information sessions
about education, employment, leadership services to detained youth. Consider creating an
appointment as part of youth’s transition case plan.
• Expand vocational programs that emphasize skill building.

a. Detention Programs
• Expand library accessibility: open 7 days a week instead of 6, extend daily time use
(allow 2 hours on weekdays, 3 hours on weekends).
• Provide increased funding and training for the Inter-Agency Academy.
• Provide a single point of contact with King County school districts to promote timely
access to education and alternative programs for youth transitioning back to school.

Recommendation

13

l

l

l

l

l

l

l

Funding

Policy decision of the Court/Council

Development of a youth leadership council for and with youth within the facility is
underway.
The Court is working to expand incentives to encourage youth participation in programs.
Youth are currently referred to YouthSource and provided transportation support for
students to enroll into one of the learning centers. Financial incentives and support
services are available after students enroll (i.e.: incentives to complete a high school
diploma or GED, bus tickets, food, etc.)

The County's YouthSource program partners with King County Superior Court's Probation
staff to provide information to youth on probation and enrolls young people into services
when appropriate.
Recommendation supported; lack of funding. Length of stay impacts long-term
programming.
Recommendation supported; lack of funding. Non profit hiring practices and requirements
could impact opportunities
The County has partnerships and is able to place youth into internships at these locations,
with the number of youth placed into internships is based on available funding. DAJD
actively engages the public and organizations to help provide programming and training for
youth.

King County Employment and Education Resources (DCHS) operates Learning Center North
in partnership with Shoreline Community College and is a key partner at Learning Center
Seattle.

Seattle Public Schools operates the Academy. Funding needed.
Seattle Public Schools, as the operator of the Academy, is the single point of contact and
places youth exiting into schools across King County.

Basis For Determination/Notes

Youth are not released from detention without a responsible adult to care for them.
Juvenile Detention has Alternative to Secure Detention contract.

l

l

l

Non Executive
Not Planned for
Policy - Court or
Implementation
PAO Discretion

l

l

Planned to be
Implemented
Modified from
Recommendation

Youth are not released from detention without a responsible adult to care for them.
Juvenile Detention has Alternative to Secure Detention contract.

l

Planned to be
Implemented As
Recommended

Appendix A

l

l

l

l

l

l

l

Currently
Doing

UW Report Recommendations
June 2018 Implementation Status

 7c5

7c4

7c3

7c2

7c1

7c

7b3

7b2

7b1

Rec #

• Fund and expand King County Record Sealing Clinics

• Enhance the role of the Partnership for Youth Justice’s 17 Community Accountability
Boards (CABs). o Create leadership opportunities for youth previously involved in the
juvenile justice system. o Participation should require workshops on available community
resources and developmentally appropriate behavioral reinforcement.

c. Community Programs
• Provide youth with vouchers to use for classes (sports, music, arts) in the community
based on self-selected programs in detention. o Identify partnering organizations such as
Pongo, Creative Justice and Urban Artworks and the IF program.
• Expand restorative mediation training for detained youth and community peers.
• Enhance services and programming of Recovery High Schools.

• Expand the Pongo Teen Writing Program o Enable all youth to participate on a
continuous basis (currently, new youth admitted are given priority) and promote peer
support. o Develop advocacy campaign to showcase the talent of participating youth and
the healing properties of arts therapy. Account for the role of families with the intention of
creating a network of support. o Identify partners to conduct program evaluation and
research outcomes.
• Make “know your rights” (Miranda, police encounters) and “how to” (Juvenile Record
Sealing Project) workshops mandatory for youth in diversion programs or undergoing court
proceedings; make accessible to community youth.
• Provide positive youth development programs for LGBTQ youth

Recommendation

l

l

Currently
Doing

Planned to be
Implemented As
Recommended

l

14

l

l

l

l

l

l

l

Funding

l
l

l

Non Executive
Not Planned for
Policy - Court or
Implementation
PAO Discretion

l

l

l

Planned to be
Implemented
Modified from
Recommendation

UW Report Recommendations
June 2018 Implementation Status

Record sealing clinics not offered by the County or Court. Expansion would require input
from Seattle University, University of Washington, and community organizations along
with additional funding.

The County continues to actively support existing Recovery High Schools and identify
opportunities for expansion in the community. Expansion requires additional funding.
Work is ongoing to enhance/refine PYJ and CABs.

Court: Project Based Mentoring is currently under development by the Court. Program
includes mentor relationship coinciding with self-selected youth activities. These
organizations are currently partners and provide programming in the facility.
Will implement as allowed by funding; expansion requires additional funding.

KCSO recently released new Miranda Warnings for youth. Seattle University and University
of Washington offer law/education classes for youth - including record sealing. County
provided programming needs funding.
The Court recently launched eQuality program in partnership with Center for Children and
Youth Justice (CCYJ). The County also offers specific education/employment support for
LGBTQ+ youth.

Pongo is a volunteer/non profit organization working in partnership with the Seattle Public
Schools. This is part of the school curriculum, any expansion would have to be agreed
upon between the Seattle Public Schools and Pongo.

Basis For Determination/Notes

Appendix A

 Appendix B
Ordinance 18636 Report

Ordinance 18636 Interbranch Team
Department/Agency
Council Staff
Sheriff’s Office
Superior Court
Superior Court
Prosecuting Attorney’s Office
Prosecuting Attorney’s Office
Prosecuting Attorney’s Office
Public Health
Public Health
Public Health
Public Health
Community and Human Services
Community and Human Services
Community and Human Services
Community and Human Services
Adult and Juvenile Detention
Adult and Juvenile Detention
Public Defense
Facilities Management Division
Performance, Strategy, and Budget
Performance, Strategy, and Budget
Performance, Strategy, and Budget
Executive Office
Executive Office
Executive Office

Name
Pat Hamacher
Jesse Anderson
Lea Ennis
Jorene Reiber
Jimmy Hung
Leesa Manion
Stephan Thomas
Rhonda Berry
Michael Gedeon
Regina Jones
Sarah Wilhelm
Dr. Margaret Cary
Sheila Capestany
Zac Davis
Denise Rothleutner
Pam Jones
Angela Toussaint
Anita Khandelwal
Cristina Gonzalez
Kapena Pflum
Elly Slakie
Marcus Stubblefield
Kelli Carroll
Celia Jackson
Natasha Jones

This Interbranch team also functions as the Zero Youth Detention Interbranch Workgroup

 Appendix C
Ordinance 18636 Report

Ordinance 18636 Key Informants

*Indicates organization participated in the workgroup called for by Ordinance 18636
External Interviewees
Name
Organization
Justice Bobbe Bridge (Ret.)
Center for Children and Youth Justice
Steve Daschle
Southwest Youth & Family Services
Abigail Echo-Hawk
United Indians of All Tribes
Melinda Giovengo
YouthCare
Sean Goode
Choose 180
Mike Heinisch
Kent Youth and Family Services
Annie Lee
Team Child
Ann Levinson
State Blue Ribbon Commission
Estela Ortega
El Centro de la Raza
Terry Pottmeyer
Friends of Youth
Dawn Rains
Treehouse
Internal County Government Interviewees
Name
Organization
Councilmember Rod Dembowski *Council
Councilmember Larry Gossett
*Council
Sherriff Mitzi Johanknecht
*Sheriff’s Office
Judge Laura Inveen
*Superior Court
Judge Wesley Saint Claire
*Superior Court
Paul Sherfey
*Superior Court
Jorene Reiber
*Superior Court
Lea Ennis
*Superior Court
Prosecutor Dan Satterberg
*Prosecutor’s Office
Leesa Manion
*Prosecutor’s Office
Lorinda Youngcourt
*Public Defense
Anita Khandelwal
*Public Defense
Willie Hayes
*Adult and Juvenile Detention
Patty Hayes
*Public Health
Rhonda Berry
*Public Health
Adrienne Quinn
*Community and Human Services
Sheila Capestany
*Community and Human Services
Dwight Dively
*Performance, Strategy and Budget
Whitney Abrams
*Executive Office
Gary Kurihara
*Executive Office
Caroline Whalen
*Department of Executive Services 1

1

The Facilities Management Division participated on Interbranch team

 Appendix D
Ordinance 18636 Report

Children and Youth Advisory Board
Juvenile Justice Ad Hoc Committee
Initial Recommendations on the Path to Zero Youth Detention
Final Draft May 3, 2018

BACKGROUND
In December 2017 the King County Children and Youth Advisory Board (CYAB) was invited by Executive
Dow Constantine to provide input regarding, ‘strategies and recommendations to achieve a path to zero
detention’. THE CYAB understands that every component of work of the Best Starts for Kids relates to
the individual, family, community and societal factors that culminate in juvenile detention. The CYAB
formed an ad hoc committee to respond to the Executive’s request. Recognizing the timeline for other
decisions, the Ad Hoc Committee on Juvenile Detention here presents for consideration its initial
thoughts and recommendations.
This document first presents context-building information which is followed by two groups of
recommendations. The first group recommends seven key concepts that we believe should drive
conversations related to zero youth detention. Each concept is accompanied by a key ‘Litmus Question’
because we believe that asking the right questions will help to assure that decisions are well informed.
This development of litmus questions is similar conceptually to the CYAB’s formation of equity
questions, based on our equity statement, which helps us make equity-based assessments. Our
committee also suggests that this approach of posing key litmus questions might be applicable to other
county-wide decision making.
The second group of five recommendations are specific and address structure, language, alignment and
measurement.
The CYAB wholeheartedly supports Executive Constantine’s vision of zero youth detention. The CYAB
hopes this combination of decision-making support recommendations and specific recommendations
will prove useful. The CYAB will continue to offer a bold rethinking of processes and decisions to fulfill
our advisory charge.

THE CYAB CONTEXT
Our contribution to the discussion of the path to achieve zero detention is based on our advisory role to
the Youth Action Plan and Best Starts for Kids. Our role calls on us to center on youth and communities
in the process of deliberating important, relevant, county wide decisions. Our perspective also derives
from our equity statement, which, among other things, calls us to promote both the disruptive and
restorative components of equity-focused efforts. An equity focus is especially important in considering
issues with a sustained history of racial bias. Our role is informed by a public health perspective, which
links upstream causes to downstream effects and understands the interconnectedness of multiple
sectors in our communities. A public health perspective does not criminalize abhorrent behavior or seek
1 Page

 to remove young people from society based solely on a sense of the need for punishment or out of fear.
This public health perspective, based on a social-determinants philosophy, seeks upstream
interventions, early life investments, tracks progress to yield objective evidence, and honors every
person’s potential, regardless of their current position in our society. As we contemplate our role in the
youth detention discussion, our voices are grounded in these concepts
Our views and recommendations related to youth detention are also founded on our understanding of
the development of brain functions and of the origins of behavior. We believe that policies related to
youth must reflect an understanding of child and adolescent development and an awareness that brain
development continues at least through the early twenties. Knowledge of development and related
disabilities provides the context required to appreciate differences in individual developmental levels
and to consider the role of behavioral health services. Behaviors have roots and they have
consequences. We can find ways to hold people accountable yet still be restorative in the way we sculpt
those consequences.
Our focus on equity and development serves underscore some important facts about current juvenile
detention:









Individuals with developmental disabilities are still overrepresented in detention. This speaks
strongly to a trail of inadequate services and supports and suggests that the choice of detention
is inappropriate for too many of them. In addition, zero tolerance policies that lead to automatic
suspensions disproportionally hurt children with disabilities.
The vast majority of young people in the justice system do not perpetrate serious crimes.
Conversations about youth detention should not be framed around the very rare serious
offenders.
Discussions about youth detention still have a disproportionate focus on the moment of
offense, not the many steps that preceded the offense. Strategies to improve youth detention,
including the design of new buildings, must reflect an awareness of the upstream roots of the
behaviors that led to detention.
Reducing the number of detained youth is trumpeted as success when racial disproportionality
of detainees remains. Racial injustice at any scale is not an outcome our community can accept.
Criminalizing youth cultivates criminals. Any young person has great capacity for growth,
restoration and reaching their full potential; therefore, a restorative and behavioral health
perspective must be the overriding public health approach.

CYAB AD HOC COMMITTEE RECOMMENDATIONS
Recommendations Utilizing LITMUS QUESTIONS to Inform Decisions:
1. All who make decision about the development and nature of the youth detention system are
called upon to announce and adopt a public health perspective. This means recognizing they
are seeing youth in crisis, not criminals. This means seeking to understand root causes of that
crisis. This means having a focus on interrupting any further harm. This means an ultimate goal
of restoring wellness.
Litmus question: Are we furthering our understanding of root causes, are we interrupting
harm, and are we helping to place this youth on a pathway to wellness?
2 Page

 2. Those most affected by the youth detention system—youth, their families and communities—
must continue to be centered in conversations about this topic. Not just episodically, and not in
a way that holds their voices powerless.
Litmus question: Are those most affected centered in our discussion about this issue?
3. Anyone who is involved with youth and their caregivers, from early learning instructor to law
officer to judge, must have a deep understanding of both brain and behavior development.
They must be able to recognize behaviors rooted in age appropriate development or
developmental delays. This work must take into account an individual’s personal developmental
level and the connections between mental health, substance abuse, and behavior.
Litmus question: Is my action duly informed by an understanding of this person’s
development?
4. Eliminating racial disproportionality must be a driving goal. This does not ignore other forms of
oppression, but does recognize how strongly racial bias historically and currently exists at our
community’s and at our nation’s core. We recognize the role that institutions, structures and
policies play in perpetuating racial disproportionality. Other discriminatory practices also drive
the nature and scope of decisions.
Litmus question: Will this action specifically help eliminate racial and other biases in practices
or outcomes?
5. Community-wide systems must be rebuilt to deconstruct pipelines to prison and to construct
strong pathways to success, especially for youth of color. Issues of discipline and punishment at
every level of a young person’s life must include an awareness of its potential contribution to a
negative versus a positive pipeline. This does not negate the concept of consequences, but it
does necessitate a supportive component to those consequences.
Litmus question: Does this decision and the nature of its implementation promote a path to
success or to prison?
6. Systems and policies must be built with a strong awareness that any young person has
enormous capacity for restoration, growth, and achieving their full potential. From the
youngest of children to young adulthood, nurturing their social-emotional and their restorative
capacity must be cultivated in the programs we create for them.
Litmus question: Are we fully recognizing this youth’s capacity for growth in making this
decision, policy or program?
7. Policies as well as conversations about youth must be grounded in the fact that the vast
majority of youth are not involved in serious crimes. It is as harmful to couch conversations in a
fear of the rare serious offender as it is to create programs overly focused on these few.
Litmus question: Are we overly emphasizing the rare serious offender in this discussion or
decision?

3 Page

 Specific Recommendations:
In addition to the litmus questions above, the CYAB makes these additional specific recommendations
regarding structure, language, alignment and measurement.
8. The CYAB calls for assuring that any new facility is fully capable of completely repurposing its
spaces away from detention. In honoring a goal of zero detention, planning and construction of
any facility must occur in such a way that all of its spaces can be effectively transformed for nondetention purposes.
9. The CYAB recommends embracing a public health perspective and eliminating words like
“detention” and “justice” from the names of centers, departments, policies, programs and
buildings.
10. The CYAB urges the creation of systems that align the knowledge, purpose and goals of the
disparate King County programs and personnel that influence youth. This requires
collaborative alignment between educational professionals, community-based groups, police,
prosecutors, judges, “detention” staff, family support systems and others. We recognize the
different accountabilities built into each of these quarters, but we feel strongly that any
solutions that don’t include strategies to build strong alignment and shared goals among these
influencers will fall short of success.
11. The CYAB encourages measurement and assay efforts that help link foundational components
of our society to the issues of youth in crisis. We must analyze the connections between factors
like education, transportation, food security, housing, poverty (including generational cycles of
poverty), racism and other forms of group oppression, as well as other life stressors, to their
effects on youth in crisis who are currently identified as “offenders.” Strengths and
opportunities, like bolstering family agency, cultivating support systems and positive
experiences, nurturing community connections and building personal responsibility, must also
be part of this kind of analysis. Intentional investments in using data and wisdom to inform our
understanding of youth in crisis and their contextual setting is a prerequisite to making better
investments.
12. A core strategy to reach the goal of zero detention must include a strong, statewide children and
youth behavioral health safety net. The CYAB encourages our local communities to work with
the State of Washington to overhaul policies essential to our safety net and align with our equity
goals for children, youth and young adults. In addition, the CYAB recommends state detention
policies which support adolescent brain development completing in the mid-twenties.

4 Page

 In

hpendix Ordinance ft
.18636 Report 

 

.


2
5

A M ESSAG E TO OU R CO M M U N IT Y
R AC E , E Q U IT Y, + A D D R E S S I N G
D I SPRO P O RT I O N AL IT Y

6

I N IT I AT I V E S

8

R E STO R AT I V E PROG RAM S

12

D I VERSI O N

14

D RU G COU RT + J U VEN I L E
J U ST I C E AS S E S S M E N T T EAM ( J JAT )

15

J U V E N I L E PRO BAT I O N

16

CO M M U N IT Y PA RT N E RSH I PS

19

D ET E N T I O N SERV I CES

20

F I N AL T H A N KS

 King County Juvenile Court Services is committed
to responding to the needs of youth and families
in a manner that is trauma informed, research
based, and culturally relevant.

Our organization strives to
respond to the unique needs of
every youth and family, while
providing opportunities to
engage in pro-social activities
that foster hope and remove
barriers to long-term success.
A constant driver of our work is the commitment
to reduce racial and ethnic disparities. Policy
changes and new programs are approached from
the lens of how to equitably serve all members of
our community, and remove institutional barriers
that contribute to disproportionate system involvement for youth of color. There is no one answer
to solving disproportionality, but we believe that
collaboration across systems, and with community
partners, is necessary to improve outcomes for
our youth.
Involvement with the juvenile court is an event
that is not wished upon any youth or family,
but in the event of a referral to the court, this is
an opportunity to provide interventions and
supportive programming, with the goal of eliminating any future system involvement. Juvenile
Court Services staff, volunteers, and community
and system partners work together to provide an
appropriate response for youth who come into
contact with the juvenile justice system. We are
committed to approaching our work through
a restorative lens, uplifting young people, their
families, and community through positive
programs and services.
JUDGE J. WESLEY SAINT CLAIR
Chief Juvenile Court Judge
2

+

LEA ENNIS
Director of Juvenile Court Services

 King County Juvenile Court Services considers
eliminating disproportionality and improving
equitable access to services as the foundation
to juvenile justice reform efforts.
The court and its partners have engaged in collaborative, multi-faceted
strategies including: policy changes,
staff trainings on implicit bias and
privilege, review of culturally responsive services, and the development
of sustainable court and community
partnerships. Juvenile Court Services
envisions a process where youth and
families who are referred to the court
are immediately connected to community-based programs and networks
of support.

In an effort to reduce disproportionality within the juvenile justice
system, the following policies and
practices were adopted or expanded
in 2016:
Continually reviewing and reducing the number of warrants that
result in secure detention. The
Juvenile Court has enhanced law
enforcement’s ability to provide
a new court date and release the
youth in the field.
Adhering to a strict list of criteria
for a youth to be presented to
secure detention. Eligible offenses
are limited to those that pose
a significant risk to community
safety.
Instituting a new policy, Juvenile
Court allows a youth brought to
secure detention to be immediately
released. Juvenile Court judges
are on call and can remotely
review cases and release eligible
youth outside of traditional court
hours.

5

 GRAPHIC 1

REDUCTION IN THE USE OF SECURE DETENTION

King County Juvenile Court Services engages in
partnership with local, state, and national level
experts in the field of juvenile justice in an effort
to adopt best practices and innovative programming.

DETENTION ADMISSIONS

3500

3238
2983

3000

2378

2500

2257

2139

2111

2000

1815
1446

1500
1000
500

The Juvenile Detention Alternatives
Initiative (JDAI) is a national reform
movement spearheaded by the
Annie E. Casey Foundation.* King
County Juvenile Court has been
a formal JDAI site since 2004, yet
began to adopt the JDAI reform
framework in the late 1990s. JDAI’s
vision is for all youth involved in
the juvenile justice system to have
opportunities to develop into healthy
productive adults. As a result of JDAI
and other programs and initiatives,
King County has experienced a consistent decline in the use of secure
detention for juveniles. GRAPHIC 1
*www.aecf.org/work/juvenile-justice/jdai/

JDAI is rooted in the following
8 Core Strategies:
Prioritize Reducing Racial +
Ethnic Disparities
Improve Conditions of Confinement
Community-Based
Alternative Programs
Objective Detention
Admission Criteria
Data-Driven Policies
Increasing Collaboration
Expediting Case Processing
Probation Violation +
Warrant Options.
6

eQuality
In partnership with Center for Children
and Youth Justice, King County Juvenile Court Services has implemented
the protocol for safe and affirming
care (eQuality). The eQuality project
seeks to improve the lives of LGBTQ+
youth in Washington State’s child
welfare and juvenile justice systems.
LGBTQ+ youth are overrepresented
in these systems, experience unique
forms of trauma, and have specific
needs related to their sexual orientation and gender identity. It builds
the framework for providing safe
and more affirming care to LGBTQ+
youth who are system involved.

Commercially Sexually
Exploited Youth (CSEC)
King County no longer charges
youth with prostitution. As a result
of extensive outreach, education,
and training, youth who were
previously charged with prostitution
are seen as survivors/victims of
commercial sexual exploitation.
The court supports a coordinated
effort to align stakeholders in support of youth who are at risk for
sexual exploitation, or are victims
of trafficking. GRAPHIC 2

0
2009

2010

2011

2012

2013

2014

2015

2016

CALENDAR YEAR
Detention Admissions

GRAPHIC 2

MINORS CHARGED WITH PROSTITUTION
VERSUS MEN TRYING TO BUY SEX FROM MINORS
NUMBER OF CHARGES FILED

Juvenile Detention
Alternatives Initiative (JDAI)

60
50
40
30
20
10
0
2009

2010

2011

2012

2013

2014

2015

2016

CALENDAR YEAR
Prostituted Minor

Buyer

*Data provided by Val Richey, King County Prosecuting Attorney’s Office

7

 Restorative principles are a set of values that guide
practices for how we respond to behavior. Restorative principles embrace the need to repair harm
and rebuild relationships in the community. Restorative justice calls upon the support and engagement
of the community and involves crime victims with
the goal of strengthening bonds among community
members and preventing future juvenile justice
system in­volvement. Restorative justice embraces
a healing process, rather than punishment.

Family Intervention +
Restorative Services
(FIRS)
The Family Intervention and Restorative Services (FIRS) program is an
intervention offered to youth and
families experiencing youth enacted
family violence. The FIRS program
offers two components; the FIRS
Respite Center and FIRS Agreements.
FIRS is the result of a successful
partnership between the King County
Prosecuting Attorney’s office, Superior Court, the Department of Adult
and Juvenile Detention, the Department of Judicial Administration, the
Department of Public Defense, and
the City of Seattle.
The FIRS Respite Center, staffed by
Pioneer Human Services, opened
its doors on July 1st, 2016. Within
the first 6 months of operation, 87
youth were successfully diverted
from secure detention and offered
placement in the respite center.

”TO ME, RESTORATIVE PROGRAMS ARE
BASED ON A PHILOSOPHY THAT SEES
’WRONGS’ COMMITTED IN THE COMMUNITY AS OPPORTUNITIES THAT COULD
BE TRANSFORMATIVE FOR ITS PARTICIPANTS. IT CHALLENGES US TO THINK
DIFFERENTLY ABOUT PROBLEMS, PEOPLE,
AND CRIMES.”
Restorative Program Social Worker
8

FIRS Agreements are a pre-diversion practice, offered as an alternative to the traditional court process
and will not result in a court case
or criminal record for the youth.
The FIRS team provides immediate
intervention through assessing
family safety and service needs,
facilitates safety planning and
restorative process, and engages
youth in the development of an
agreement to participate in needed
services. In 2016, 150 FIRS Agreements were signed.

Step-Up
Step-Up is a nationally recognized
adolescent family violence intervention program designed to address youth violence toward family
members. Step-Up believes respect
is at the heart of all healthy family
relationships. Step-Up offers a skills
based and restorative practice group
intervention for youth and their parents/caretakers. This 20-week intervention includes a youth group, parent group, and multi-family group
with youth and parents together. The
court employs a team of four social
workers who provide this service
in the community. In 2016, more
than 72 families engaged in services
through the Step-Up program.

Peacemaking
King County is pioneering peacemaking as a restorative justice
response to youth referred to the
court for serious offenses. Peacemaking is a method of bringing
people together to strengthen
relationships, build community, and
facilitate innovative problem-solving.

9

 ”I WOULD LIKE ALL OF YOU TO KNOW
THAT I WILL NEVER FORGET YOU GUYS
OR THE CHANCE YOU ALL HAVE GIVEN
ME TO CHANGE MY LIFE AROUND AND
KEEP MY RECORD SOMEWHAT CLEAN.
THE EXPERIENCE I HAVE HAD HERE HAS
HELPED ME REALIZE THAT WHAT I HAVE
BEEN DOING MY WHOLE LIFE IS TRULY
NOT RIGHT, AND THAT THE FEW SHORT
DAYS I WAS HERE WERE BEARABLE DUE
TO THE NICE WORKERS. I JUST HOPE
ALL OF YOU KNOW THAT YOU HAVE
HELPED CHANGE MY LIFE FOR
THE BETTER.”
Letter from youth following
a stay in the FIRS Respite Center

 Community Accountability
Boards (CAB)
King County operates 13 volunteerled Community Accountability Boards
(CAB). CABs interview youth and
their caretakers in order to create an
individualized diversion agreement.
The objectives of the CAB and diversion agreement are to: provide accountability for the youth’s behavior
through effectively communicating
the correlation between the crimes
committed and individuals harmed
by those actions; identify and help
resolve issues that may be inhibiting
the young person from achieving their
potential; and connect youth to their
community through local resources.

Choose 180
Choose 180 is a partnership between
the prosecutor and a communitybased agency. Youth who attend
Choose 180 hear from volunteer
speakers who have faced some of
the same issues and struggles youth
are experiencing, and who had made
their own “180” change in direction.
In 2016, Choose 180 was attended
by more than 300 youth.

FROM OFFENSE TO DIVERSION PROGRAMS: CAB + CHOOSE 180

Diversion directs youth away from the traditional
case-processing model and instead refers youth
to a restorative justice program or services.
Diversion is a non-court processing model for
low-level offenses. Successfully completing
a diversion program keeps youth from having
a criminal record.

OFFENSE
OCCURS

ISSUED
CITATION

CASE
REFERRED
TO THE
PROSECUTING
ATTORNEY’S
OFFICE
(PAO)

PAO
CHARGING
DECISION

DISMISSED

CAB
12

CHARGES
FILED

DIVERSION

CHOOSE
180

 Juvenile Court Services focuses on providing
supports and programs informed by the
therapeutic needs of our clients.
Juvenile Drug Court (JDC)
The Juvenile Drug Court (JDC) allows
youth charged with an offense who
have an alcohol or drug problem to
participate in a 7 to 18 month program that includes early, continuous
and intensive court-monitored treatment. The JDC program works closely
with the JJAT team in an effort to
ensure a therapeutic response is provided for all cases through comprehensive assessment tools and weekly
case staffing. If a juvenile successfully completes the Drug Court program, their charges are dismissed.

Juvenile Justice
Assessment Team (JJAT)
The Juvenile Justice Assessment
Team (JJAT) is comprised of therapeutic staff including a psychologist,
mental health, and chemical dependency staff who are responsible for
providing assessments, consultation,
and therapeutic interventions. The
JJAT is instrumental in developing
and guiding a therapeutic treatment
plan for justice involved youth.

King County offers the following Evidence-Based
Programs through Juvenile Court Services at no
cost to the youth or family. In 2016, more than 250
youth were served through these programs
When a youth is placed on supervised probation by the juvenile
court, a Juvenile Probation Counselor (JPC) is assigned to the youth
based on their geographic living
area. The JPC completes a full risk
needs assessment and refers the
youth and family to appropriate
services which may include family,
individual, mental health, or substance abuse counseling. The JPC
coordinates with school staff, counseling staff, and other agencies
and community resources in guiding
the youth and family in meeting
their needs.

Education + Employment
Training (EET)

”THEY HAD SO MUCH HOPE IN ME,
MORE THAN I HAD IN MYSELF, AND
KEPT PUSHING ME IN THAT DIRECTION.
I’M SIXTEEN MONTHS CLEAN AND LIFE
IS GREAT. HONESTLY, I FEEL LIKE A
PRODUCTIVE PART OF SOCIETY. I’M INDEPENDENTLY LIVING ON MY OWN. IT
FEELS GOOD TO LIVE LIFE THE WAY
IT’S SUPPOSED TO BE LIVED.”
Drug Court Graduate

14

A comprehensive work training
experience for justice involved
youth. Participants receive case
management, job readiness training,
and job placement in communitybased subsidized positions.

Multi-Systemic Therapy
(MST)
Therapy designed to give parents
the support and empowerment they
need to provide a positive environment and access the community
services necessary to achieve long
term success for their youth.

Functional Family
Therapy (FFT)
A family intervention therapy with
sessions offered in the home,
focused upon teaching communication and problem-solving skills.

Parent Youth Connections
Seminar (PYCS)
An interactive seminar for youth
and their parents or guardians that
focuses upon skill building and
making connections within the
family and community. The program
is designed to: increase positive
relationships between caregivers
and children, and increase a family’s
knowledge of, and connection to,
community resources.

Aggression Replacement
Training (ART)
A class that teaches participants
to replace negative behavior with
positive skills, anger control, and
moral reasoning.

Family Integrated
Transitions (FIT)
Intensive family and communitybased treatment intervention
addressing mental health and
substance abuse disorders.
15

 King County Juvenile Court Services works
in partnership with non-profit organizations
and community members to connect youth
and families to a network of supportive events,
interventions, and mentors.
Mentoring through the
Credible Messenger Initiative
The King County Credible Messenger
Initiative was developed through
training and technical assistance from
Community Connections for Youth in
New York City and the Dept. of Youth
Rehabilitative Services in Washington,
D.C. It represents one component of
King County’s new approach to mentorship for our youth. Credible
Messengers serve young people
whose needs go far beyond the
traditional mentoring approach of
companionship, confidence-building
and typical academic, social or career
guidance. The King County Credible
Messenger Initiative stems from a
core belief that individuals from the
same communities, with the same
lived experience as those that they
serve, are uniquely positioned to
engage young people and family
members often considered hardest
to reach.
Believing that the answer is in our
communities, the Credible Messenger
Initiative seeks to practice true restorative justice by investing directly in

16

growing the human resources in our
communities where the majority of
our young people reside.
Credible Messenger mentors are not
volunteers. They are paid professionals
who receive training to enhance their
professional development. Through
mentoring, Credible Messengers
experience a deepening of their own
commitment to transformation and
growth, personally and professionally.
The Credible Messengers receive
training on multiple relevant topics,
including Facilitation, Positive Youth
Development, Cognitive Behavioral
Therapy, and Restorative Practices.

Youth Leadership,
Intervention, and Change
(Youth LINC)
King County Juvenile Court supports
the efforts of Youth Leadership,
Intervention and Change (Youth
LINC), a program that strengthens
agency coordination to reduce gang
involvement, and connects gang or
group involved youth to a network
of support. A multidisciplinary team,
facilitated by the Center for Children
+ Youth Justice (CCYJ) helps ensure
that all agencies working with a
shared client have common goals
and strategies to support the youth.
The multi-disciplinary team includes:
school/education staff, outreach
workers, social service providers,
probation counselors, law enforcement, and job training/education
service providers.

Federal Way Youth
Action Team (FWYAT)
The FWYAT is a collaboration of
community members and organizations that provide youth and families with pro-social programming,
development opportunities, and
connection to services. Currently,
the FWYAT supports three programs
that serve youth who are at risk of
involvement with the justice system.
Helping Youth Achieve Excellence
(HYPE) is a weekend program that
recon­nects youth to opportunity
through developing relationships
with positive adults from their
community and pro-social skill
building workshops.
Game of Life (GOL) is a program
that operates two nights per week
and is designed to engage young
men through basketball. Through a
“Health and Wellness” framework,
GOL aims to develop deeper relationships with young men while
assessing their needs and connecting them to services and supports.
GOL is facilitated by community
leaders and professionals who
have valuable, relative life experience to the young men attending
GOL.
The Positive Outcomes Program
(POP) provides advocacy and
mentorship to youth who are
often underserved and at risk
for interaction with the juvenile
justice system.
17

 Detention services has embraced a trauma
informed approach to care. Recent efforts have
been focused on the redeployment of staffing
resources, revamping of hiring practices, investing
in staff training, and creating robust programs
and services that adhere to a long term vision
of being trauma informed.
Volunteer + Community
Organizations

On-Site Services

Yoga Behind Bars

Interagency School,
Seattle Public Schools

Pongo Poetry

King County Library

Creative Writing
Powerful Voices
Jet City Improv
Spoken Word/Slam Poetry
Movie nights
IF Project
KUOW RadioActive
Audio Storytelling

Mental Health Services provided
by University of Washington
Department of Psychiatry and
Behavioral Sciences
Health Services provided by
University of Washington School of
Medicine Department of Pediatrics
Chaplaincy Programming
and Mentoring

Northwest Black Pioneers Exhibit
AA Meetings
Visual art classes
Basketball clinics and camps
U-Power
Planter Box Gardening Program
Young Men’s Peacemaking
Circle Program
Sweat, Pain, and Gain—Physical
Education Program

”PROGRAMS AND SERVICES OFFERED
TO YOUTH SEEK TO EMBRACE
RESTORATIVE PRINCIPLES, AND
INCORPORATE BEST PRACTICES
THAT ARE IN ALIGNMENT WITH
SCIENTIFIC ADVANCEMENTS IN
ADOLESCENT BRAIN DEVELOPMENT”
Pam Jones, Juvenile Division Director,
Adult + Juvenile Detention

19

 We would like to acknowledge the dedication of
our community partners who continually strive to
improve the lives of youth and families.
Administrative Office of the Courts
(AOC)

Glover Empowerment Mentoring
(GEM)

Annie E. Casey Foundation

Helping Youth Perform Excellence
(HYPE)

Atlantic Street Center
Behavioral Health and Recovery
Services Division
Center for Children and Youth
Justice (CCYJ)
Certified Sex Offender Treatment
Providers (CSOTP)
Children’s Administration
Choose 180
Church Council of Greater Seattle,
the Archdiocese of Greater Seattle
City of Seattle
Community Passageways
Community Psychiatric Clinic
Creative Justice
DSHS Division of Behavioral Health
+ Recovery (DBHR)
DSHS Rehabilitation Administration
Federal Way Youth Action Team
(FWYAT)
Game of Life (GOL)

20

Institute for Family Development
Juvenile Justice Equity Steering
Committee (JJESC)

Seneca Family of Agencies
Team Child
Therapeutic Health Services
Uniting for Youth (UfY)
University of Washington (UW)

Washington Department of Social +
Health Services (DSHS)
Washington State Partnership Council
on Juvenile Justice
YMCA of King County
YouthCare

Urban Art Works

Kent Youth and Family Services
King County ADR (Mediation)
King County Department of Adult +
Juvenile Detention (KC DAJD)
King County Department of
Public Defense (KC DPD)
King County EER (Education,
Employment, Resources)
King County Prosecuting Attorney’s
Office (KC PAO)
King County Sexual Resource Center
Multi-Service Center
Pioneer Human Services
Pointe One North Consulting
Positive Outcome Program (POP)
Ryther
School Districts across King County

21

 KI N G CO U N TY J UV E NIL E C O U RT SERVICES
1 2 11 E a s t A l d er S t. S e a ttle , WA 98122
k i ngc o u n ty. gov/co u rts/su p e rio r-court/ juvenile
(206) 205-9426

C r e a t e d : W i n t e r 2 01 8

 K I N G C O U N T Y P R O S E C U T I N G A T T O R N E Y’S O F F I C E
Appendix F
Ordinance 18636 Report

JUSTICE
COMPASSION

DANIEL T. SATTERBERG
PROSECUTING ATTORNEY

PROFESSIONALISM
INTEGRITY
LEADERSHIP

C.E.D.A.R. (Community Empowered Disposition Alternative and Resolution):

A more effective, efficient juvenile justice track that connects youth with community-based
interventions and creates a path to success.
Background: The traditional juvenile court process is slow and struggles to deliver timely
interventions to youth and families. Children get caught up in a legal process that largely caters
to form over substance. A typical juvenile offender case can take several months to adjudicate
before a respondent receives any meaningful intervention services. During these months, youth
and families are asked to appear for multiple hearings that take them away from school, work
and other important obligations. Sadly, many children return to criminal activity while their
cases are pending, resulting in additional charges and often admissions to juvenile detention.
Justice is not served when accountability and delivery of services are delayed. A healthy,
effective juvenile justice system should strive to remove the barriers that delay a child’s
opportunity to make amends for harm caused and seek to build connections back to
communities willing to provide support.
CEDAR Proposal: Development of an “expedited” track for certain first-time juvenile felony
offenders that would allow for early acceptance of responsibility and provide positive incentive to
engage in community resources and support. This would be a collaborative process that pulls
together Juvenile Justice Stakeholders to achieve improved outcomes, while lowering rates of
racial disproportionality and reducing use of detention.
The CEDAR track will employ a staffing model soon after a youth is charged with an offense. The
prosecutor, defense attorney, and probation counselor will meet to discuss and collaborate on a
community based intervention plan (within 1 month of charging). If a plan is established, then the
King County Prosecuting Attorney’s Office (PAO) will offer an accelerated plea to a reduction of the
initial charge. At the same time, the youth is also provided an incentive to earn a further “case
benefit”, post-adjudication, through engagement with the intervention plan. The sentencing
hearing would be continued out by agreement of the parties in order to facilitate engagement (in
most cases 4-6 months). As needed, the agreement could also include participation in evidence
based interventions provided through Juvenile Court. During the community engagement phase, a
youth will be supported through a partnership between juvenile probation and community. If a
youth succeeds in following through with the set conditions, then the parties would return to
court to process the case benefit. Possible case benefits may be a lower disposition
recommendation, further reduction in charges, or in many cases a dismissal. If the youth is not
JUVENILE DIVISION • JUVENILE COURT
1211 E. ALDER • SEATTLE, WASHINGTON 98122
Tel: (206) 477-3044 • Fax: (206) 296-8869 • www.kingcounty.gov/prosecutor

 Prosecuting Attorney
King County

Page 2

successful, then we would return to court to enter disposition on the already adjudicated
charge(s). (See Appendix A for examples of a CEDAR track process).
Eligible Offenses: The PAO proposes that CEDAR be available for most first-time felony cases
including the “Top 10” felony offenses filed into Juvenile Court. 1 These would include Robbery
2, Assault 2, Assault 3, Residential Burglary, Burglary 2, Motor Vehicle Theft, and Unlawful
Possession of a Firearm 2. This category of crimes accounts for over 60 percent of all felonies
filed into Juvenile Court. Unsurprisingly, these offenses also represent some of the highest rates
of racial disproportionality in our juvenile justice system. Based on 2017 numbers, youth of
color disproportionately make up 82% of respondents charged in these cases.
2017 “Top 10” Juvenile Felony Breakdown
Offense
Robbery2
Att. Rob2
Theft1
Assault2
Assault3
Res Burg
Burg2
PSV 2
TMV2 3
UPFA2 4
% total

Black
21
16
11
9
20
15
21
12
18
32
175
48%

White
8
4
1
9
8
4
5
3
10
12
64
18%

Hispanic
7
7
9
9
6
3
3
17
6
21
88
24%

API
6
2
5
1
0
3
2
2
5
7
33
9%

NA
1
0
1
0
1
0
0
1
0
0
4
1%

Unk
0
0
0
0
0
0
0
0
0
0
0
0%

Total
43
29
27
28
35
25
31
35
39
72
364
100%

Community Justice Engagement: Youth and families are best served when appropriate
interventions can be community based and culturally responsive. CEDAR will be a vehicle for
providing referrals to community-based organizations currently supported through the Best
Starts for Kids Initiative.5 Additionally, it can serve as a means for leveraging existing
community partners who have a proven track record, and are ready and willing to work with
Juvenile Court to support our youth. We already work with community organizations such as
Choose 180, Restorative Mediation, and the Credible Messengers Program. Given the body of
work CEDAR is anticipated to generate, county leadership must be willing to adequately fund
these community partners to ensure program success.

1

The PAO would exclude Serious Violent Offenses, Sexual Offenses, and Intimate Partner Domestic Violence.
Possession of Stolen Vehicle.
3
Taking Motor Vehicle Without Permission 2.
4
Unlawful Possession of Firearm 2.
5
4Culture/Creative Justice, Black Star Line African Family Educational Collective, Cham Refugees Community,
Community Network Council, Community Passageways, Good Shepherd Youth Outreach, Living Well Kent
Collaborative, Na’ah Illahee Fund, POCAAN, Urban League of Metropolitan Seattle.
2

 Prosecuting Attorney
King County

Page 3

As an example, the PAO has had notable success piloting serious felonies and firearms related
offenses through the Peacemaking Circle intervention provided by Point One North, LLC. 6 This
organization has a broad network of community-based partners throughout King County,
including faith-based organizations and culturally relevant providers, such as Consejo
Counseling and Referral Service. The PAO’s willingness to pilot violent felony offenses through a
CEDAR process would necessarily involve the backing and funding of promising interventions
such as Peacemaking Circles.
Conclusion: CEDAR already has broad support from King County Juvenile Court leadership,
including judicial officers, probation, public defense and prosecutors. It is an innovative,
progressive, smart approach to juvenile justice that is in line with other statewide efforts to
keep children out of the juvenile justice system, such as ESSB 6550 which expands diversion
options. 7
The benefits of CEDAR will be substantial:
•
•
•
•
•
•
•
•
•
•

6

Swift accountability and opportunity for atonement for youth.
Provides an opportunity for youth to avoid criminal history.
Swift justice for victims of crime.
Reduces racial disproportionality.
Reduces use of detention.
Expedited access to evidence based services.
Incentivizes engagement with effective community-based interventions.
Substantially reduces the time that cases languish in the formal court process.
Draws from restorative justice principles that are widely supported by the community and have
proven effective in addressing juvenile delinquency.
Significant long-term savings will be realized as a result of limiting costly formal court
processing.

The PAO has successfully diverted 11 cases using this specific intervention. The offenses involved Robbery 1,
Felony Threats, and Felony Firearms Possession.
7
http://lawfilesext.leg.wa.gov/biennium/2017-18/Pdf/Bill%20Reports/House/6550S.E%20HBR%20APH%2018.pdf. Signed by Governor 3/15/2018. Effective date 6/7/2018

 Appendix A

Example of CEDAR Track Process:
Plea to Amended
Charge

Initial Charge

4-6 months

1 month

Robbery 2

Theft 1
Continuance of
Disposition
Hearing

Team
Staffing

Community Justice
Engagement Examples:
Peacemaking Circles
Community Passageways
Creative Justice
Choose 180 Program
Restorative Mediation

Unsuccessful

Enter disposition on
Theft 1

Succeed

DISMISSAL
or Deferred
Disposition
on A4/T3

 Appendix B

The Racial Disproportionality of the Top Ten Felony Crimes
Filed in King County Juvenile Court 2014-2017
Top 10 Felony Crimes Committed by Juveniles
250
200
150
100
50
0

Robbery 2 Appx. 50 Cases/Year

0.00%
7.59%

10.76%

9.49%
Percent (Asian&PI)
3.16%

Percent Black
Percent Indian
Percent Hispanic
Percent White
Percent Unknown

68.99%

 The Racial Disproportionality of the Top Ten Felony Crimes
Filed in King County Juvenile Court 2014-2017
Burglary - Residential

Appx 46 Cases/Year

0.00% 3.18%

21.02%

Percent (Asian&PI)
Percent Black
Percent Indian
Percent Hispanic

13.38%

Percent White
59.87%

Percent Unknown

2.55%

Theft 1 Appx. 33 Cases/Year
0.00%
7.69%

8.65%

6.73%
Percent (Asian&PI)

4.81%

Percent Black
Percent Indian
Percent Hispanic
Percent White
Percent Unknown

72.12%

 The Racial Disproportionality of the Top Ten Felony Crimes
Filed in King County Juvenile Court 2014-2017
Assault 3 Appx 35 Cases/Year
0.00%
8.65%

26.92%

Percent (Asian&PI)
Percent Black
Percent Indian
Percent Hispanic
Percent White

10.58%

48.08%

Percent Unknown

5.77%

Robbery 2 ATT Appx 33 Cases/Year
0.00%
8.82%

10.78%
Percent (Asian&PI)
Percent Black

14.71%

Percent Indian
Percent Hispanic

2.94%

Percent White
Percent Unknown

62.75%

 The Racial Disproportionality of the Top Ten Felony Crimes
Filed in King County Juvenile Court 2014-2017
Burglary 2 Appx 33 Cases/Year
0.00%
8.00%
Percent (Asian&PI)

28.00%

Percent Black
Percent Indian
Percent Hispanic
Percent White
49.00%

11.00%

Percent Unknown

4.00%

TMV 2 Appx 34 Cases/Year
0.00%
6.19%
15.46%
Percent (Asian&PI)
Percent Black
Percent Indian
Percent Hispanic
45.36%

28.87%

4.12%

Percent White
Percent Unknown

 The Racial Disproportionality of the Top Ten Felony Crimes
Filed in King County Juvenile Court 2014-2017
VUFA 2 Firearm Appx 42 Cases/Year
0.00%
12.63%

6.32%
Percent (Asian&PI)
Percent Black
Percent Indian

18.95%

Percent Hispanic
Percent White
Percent Unknown
56.84%

5.26%

Possession of a Stolen Vehicle Appx 32 Cases/Year
0.00%

18.28%

12.90%

Percent (Asian&PI)
Percent Black
Percent Indian
Percent Hispanic
Percent White

20.43%

Percent Unknown
46.24%

2.15%

 The Racial Disproportionality of the Top Ten Felony Crimes
Filed in King County Juvenile Court 2014-2017

0%

Motor Vehicle Theft Appx 21 Cases/Year
9%

13%

Percent (Asian&PI)
Percent Black
Percent Indian

23%

Percent Hispanic
Percent White
49%

Percent Unknown

6%

Assault 2 Appx 22Cases/Year
1.64%
8.20%

22.95%

Percent (Asian&PI)
Percent Black
Percent Indian
Percent Hispanic
Percent White

13.11%

Percent Unknown
50.82%

3.28%

 Appendix G
Ordinance 18636

PUBLIC HEALTH
APPROACH TO JUVENILE JUSTICE
WHAT IS A PUBLIC HEALTH APPROACH?
A public health approach to juvenile justice means engaging
communities and applying a strong evidence base to
determine prevention and intervention strategies that eliminate the
need for juvenile detention and promote the well-being and
development of all youth.

SCIENCE-BASED
Science about the way adolescent brains
develop helps us understand ways we can
support youth, particularly those who may have
experienced trauma.

PROGRESS & PARTNERSHIP
The County funds community partnerships that
creates opportunities for young people who face
systemic barriers to success.

COMMUNITY ENGAGEMENT
This approach has already proven effective, but
more needs to be done in partnership with
community leaders. Success and reaching our goal
of zero youth detention will require community
engagement and involvement of community
organizations, partners, families and youth.

King County has reduced the
number of youth in detention by
70% since 1998, and most youth are
out of detention in 3-5 days .
Our most recent steps forward:

Summer 2018: Road Map to Zero Youth
Detention report will put forth short and
long-term strategies to keep kids out of
the justice system, better deliver services,
and increase support for those
transitioning out of the justice system

Spring 2018: All programming work
within Juvenile Detention will be placed
under the care of Public Health.
November 2017: Executive order calling
for a new direction for juvenile detention
using a public health approach

November 2017: Executive
order moving youth charged as adults
from Maleng Regional Justice Center in
Kent to Youth Services Center
August 2017: Deputy Executive Rhonda
Berry appointed to lead the County's
collective work to lead the County's Zero
Youth Detention effort
July 2015: The Executive chartered
the Juvenile Justice Equity Steering
committee

LEADERSHIP & COMMITMENT

A coalition of twenty diverse county leaders committed to the public health
approach has been assembled and includes:
Public Health – Seattle & King County
King County Superior Court
Executive Office
Department of Adult and Juvenile Detention
Department of Community and Human Services

Prosecuting Attorney’s Office
Department of Public Defense
King County Sheriff’s Office
Performance, Strategy and Budget
Office of Labor Relations

 THE PUBLIC HEALTH APPROACH IN PRACTICE
Public Health-informed programming addresses the needs of youth and families before they
experience the juvenile justice system, when they interact with our systems and facilities, and
when they transition out of the juvenile justice system.

STRATEGIES FOR ZERO YOUTH DETENTION
King County is already implementing strategies to reduce the use of detention that are making
a difference. We are pairing upstream solutions that keep kids from interacting with the justice
system in the first place with safe, respectful facilities to serve as a resource in our communities for
our services. Additionally, our programs, working in conjunction with community partners, deliver
supportive services in a nurturing, trauma-informed way.
Family Intervention and Restorative Services (FIRS) - offers youth arrested for family
violence incidents space at an overnight respite center instead of secure detention
Step-Up Program - specifically addresses adolescent family violence
Creative Justice - an arts-focused alternative to detention
The 180 Program - a diversion program offering youth a chance to have their charges
dismissed
Restorative Mediation - helps youth understand the full impact of their actions directly
from victims
Drug Court - allowing juveniles charged with an offense who have alcohol or drug
problems to participate in a program, including early, continuous and intensive courtmonitored treatment

The new Children and Family
Justice Center brings all family
law matters under one roof.
As we work toward fewer and fewer youth coming into
detention, we want to make sure that those who do are
supported by a developmentally appropriate environment
that helps them leave as resilient as possible and better
connected to what they need to thrive in their community.
The new facility will feature:
An environment conducive to delivering traumainformed services
Childcare for those attending family court
100 fewer beds than existing facility
Space for courtrooms

kingcounty.gov/juvenile-justice

Building for a future of
zero youth detention.
As the County continues to drive
reductions in the use of secure
detention for juveniles, the
detention housing units will be
constructed so that they can
be easily converted to
transition units and community
use space.

 Appendix H
Ordinance 18636 Report

KING COUNTY BEHAVIORAL HEALTH AND
RECOVERY DIVISION –
YOUTH, FAMILY, AND PREVENTION
PROGRAMS

 Adult SBIRT
Screening, Brief Intervention, and Referral to Treatment (SBIRT) is a comprehensive, integrated, public health approach to the delivery of early
intervention and treatment services for persons with substance use disorders, as well as those who are at risk of developing these disorders
(SAMHSA, 2017). Primary care centers, emergency departments, trauma centers, and other community settings provide opportunities for early
intervention before more severe consequences occur.
MIDD funds SBIRT services for adults in the Emergency Departments of:



Harborview Medical Center: 4 FTE SBIRT Clinicians; 0.8 SBIRT Implementation Lead
St Francis Hospital and Highline Medical Center: 2 FTE SBIRT Clinicians with 1 FTE in each ED; 0.5 FTE shared SBIRT Implementation Lead

Benefits of SBIRT in medical settings (SAMHSA TAP 33, 2013; United States Preventive Services Task Force Recommendation, 2013):





Reduces drug and alcohol use (10-30%)
Link individuals with Substance Use Disorders to specialized care
Reduces health care cost ($3.81-$5.60 is saved for every $1.00 spent on SBIRT)
SBIRT reduces emergency department visits, nonfatal injuries, hospitalizations, arrests, and motor vehicle crashes
BSK/MIDD School-Based SBIRT

This School-Based Screening Brief Intervention and Referral To services (SBIRT) strategy aims to prevent substance use and promote the mental
health of our middle school students. It falls within the MIDD PRI-05 Collaborative School-Based Behavioral Health Services and BSK strategy of
Screening and Early Intervention for Mental Health and Substance Abuse for youth aged 5-24 years. It also includes MIDD School-Based Suicide
Prevention which provides students and schools suicide prevention trainings. Braided BSK/MIDD funds include the re-shaping of MIDD PRI-05 to
work directly with school districts in King County middle schools. SBIRT is a proactive model to assist schools to integrate tiered supports for
behavior, achievement and social emotional learning for students within the Multi-Tiered System of Supports (MTSS) framework
SCHOOL-BASED SBIRT MODEL:
Screening: Screening for substance use and mental health issues, combined with a strengths-based survey. Administration typically takes 12-15
minutes. The screening is entered into a password protected database and a report is generated. Screening can be universal or selected based
upon needs for each school.
Brief Intervention: The Brief Intervention consists of a sequence of up to four semi-structured 15-20 minute sessions with the youth, one with the
youth’s caregiver and one with the youth and caregiver together. The number of sessions and the inclusion of the caregiver will depend on each
student's needs. The brief intervention is based on motivational interviewing principles.

 Referral To: May include referrals to assessment and/or other community based services and supports (for example, mentoring; educational;
counseling; youth leadership opportunities).

City of Seattle Human Services Department Behavioral Services Contract
Public health services have a great impact on the health and well-being of Seattle’s residents and neighborhoods. One of the ways the City
improves its residents’ health is by investing in what are called enhanced public health services, or services above and beyond the basic, core public
health services provided by Public Health-Seattle & King County. The City’s efforts and investments are focused on promoting the health of the
public and, particularly, of groups who experience disparities in health outcomes. Behavioral Health Services includes multiple sub-programs:
1) Chemical Dependency Interventions program is designed to treat the approximately 25,000 Seattle residents served by the Dutch Schisler Service
Center (DSSC) each year, with ongoing chemical dependency issues. Case management services are designed to provide quality service planning,
motivational interviewing, referral to appropriate community resources, and individual follow up to all identified clients. Case management
responsibilities include linkages and referrals into an array of publicly funded services including substance use disorder treatment, detoxification,
other case management services, respite housing and high utilizer case management/staffing services. Case management services provide a singleentry point into multiple systems for the populations with complex physical and behavioral health conditions at DSSC.
2) Emergency Services Patrol van drivers function as the first responders and by providing direct assistance to the Seattle Police and Fire
Department in the assessment and transportation of persons who are intoxicated and incapacitated in public areas. When ESP responds to 911
dispatch calls, this service will free-up City of Seattle Police Officers and other emergency workers to respond to other crisis calls. ESP is a costefficient alternative to incarceration or hospital emergency department visits. Instead of using an emergency ambulance to transport a single
individual, the ESP van will pick up and transfer multiple clients to and from the Dutch Schisler Sobering Center (DSSC), to detoxification, hospital
emergency departments, and other services.
3) Youth Engagement Program provides outreach and engagement services linking underserved Seattle youth or homeless youth to treatment or
other services. With a focus on youth of color and/or sexual minorities who are involved in drugs or alcohol, have mental health needs, and/or
who are involved in risky behaviors, and/or who are involved or at risk for involvement in the juvenile justice system, the program will provide
opportunities to address the needs of youth on their terms.
4) Multi-Systemic Therapy is an intensive family- and community-based treatment program that focuses on addressing all environmental systems
that impact youth. MST treats those factors in the youth’s environment that are contributing to behavior problems. Such factors might pertain to
individual characteristics of the youth, family relations, peer relations, and school performance. On a highly individualized basis, treatment goals
will be developed in collaboration with the family, and family strengths are used as leverage for therapeutic change. Specific interventions used in
MST will be based on the best of empirically-validated treatment approaches, such as cognitive behavior therapy and pragmatic family therapies.

 The primary goals of MST will be to improve the quality of the youth and their family’s life, reduce out-of-home placements, and empower families
to resolve future difficulties.
In 2017, 33,660 unduplicated adults and children were served by the four programs.
Collaborative School-Based Behavioral Health Services
The MIDD Collaborative School-Based Behavioral Health Services invests in mental health and substance abuse prevention/early intervention
services provided in middle schools. These services include assessments, screening, brief intervention, referrals, case coordination and behavioral
health support groups. The initiative includes the development and integration of school-based SBIRT (screening, brief intervention, and referral to
treatment) services. It also includes MIDD School-Based Suicide Prevention which provides students and schools suicide prevention trainings. Youth
are trained on stress management and suicide prevention. Adults are trained on identification of early signs of stress, depression and suicide
ideation, and how to handle these issues in families and in youth-serving organizations.
Achievements:
 Better coordination of prevention services have resulted by having a Prevention Intervention Counselors involved in school staff meetings
(SIT teams).
 Prevention teams have the largest number of student participation and ongoing support from the school.
 The GSA (Gay Straight Alliance) group has increased in participation and offers a space where students feel safe and supported.
 Number of youth served by Youth Suicide Prevention presentations through Crisis Clinic reached 251% of goal.
Community Prevention and Wellness Initiative (CPWI)
There are 6 Community Prevention and Wellness Initiative (CPWI) Coalitions in King County. These coalitions are focused in communities with high
rates of youth substance abuse and a demonstrated readiness to benefit from strategies to address those problems. The coalitions are comprised
of one paid staff person and approximately 15-20 community volunteers representing a variety of community sectors (e.g. business, faith
community, schools, etc). Each coalition focuses on an identified middle and/or high school as well as the community that surrounds it, and
addresses youth substance abuse in a variety of ways, including prevention themed public awareness campaigns, parenting classes, and pro-social
activities for youth. The funding also provides a full time Prevention/ Intervention Specialist for the designated schools.
Auburn Prevention Coalition works with Cascade Middle School and Auburn High School as well as the surrounding community. They report
serving approximately 5,500 youth and adults in Auburn through strategies such as providing Life Skills Training (a curriculum that teaches positive
coping skills to youth) to every 6th and 9th grader at Cascade and Auburn and sending out a postcard to all parents in the Auburn school district
urging them to talk to their students about healthy Homecoming plans.
The Southwest Seattle Youth Alliance works with Denny International Middle School and Chief Sealth High School and the surrounding
community. They report serving approximately 3,400 youth and adults in West Seattle through strategies such as providing Guiding Good Choices,

 a parenting curriculum for parents of youth ages 9-14 in Oromo and Spanish, as well as working with Chief Sealth and Denny to revise their
disciplinary practices and reduce out of school suspensions.
Vashon Alliance to Reduce Substance Abuse (VARSA) works with McMurray Middle School and Vashon High School as well as the Vashon Island
community. They report serving approximately 4,200 youth and adults through strategies such as an outreach program for LGBTQ youth and
providing Second Step, a curriculum that focuses on socio-emotional skills and resiliency to all 6th graders. They have also given out more than 750
prescription lock bags to Vashon residents in order to reduce prescription drug misuse.
Coali on for Drug-Free Youth (CDFY) partners with community members, organiza ons and groups in White Center/ North Highline as well as staff,
students and families in the Highline School District (HSD), specifically, Cascade Middle School (MS), Evergreen High School (HS) and New Start HS.
The CDFY also works with Puget Sound Educa onal Services District (PSESD) that provides a Student Assistance Specialist/ Preven on-Interven on
(PI) staff person who serves students at Cascade MS and Evergreen HS. Among the highlights and successes:
 Preven on Teams at Cascade MS and Evergreen HS – community projects, Red Ribbon Week, We Day, policy ini a ves, and preven on
conferences
 Community projects resul ng in Cascade Preven on Team receiving a stewardship award from King County Parks for its an -li er campaign
at park adjacent to school
 La no student Preven on Team/mentoring at Evergreen HS
 Peer mentoring programs (Peer Assistance and Leadership) at New Start HS
 Mul -cultural Nights – Cascade MS and Evergreen HS
 Drug preven on curriculum, LifeSkills Training, for students at Cascade MS
 “Cascade News to Know” newsle er published in five languages and distributed on-campus and throughout community
 Training of local residents in facilita ng the evidence-based Guiding Good Choices (GGC) paren ng skills program then GGC delivered to
La no and Somali families
 Area-wide mul -lingual media campaigns including bill boards, newsle ers, posters, bookmarks, buses, radio, television, internet, social
media and theatre ads
 Policy ini a ves at the county and state level
 Cultural competence training
 Health fairs
 Advisory boards and/or PTA – Cascade MS, Evergreen HS and New Start HS
 Social norms, drug impairment trainings for school staffs, mental health service providers, other coali on coordinators
 Behavioral and mental health referrals to Navos by PI staff (Navos and PSESD) at Cascade MS and Evergreen HS
Healthy Youth Central Area Network (HYCAN) was originally the ‘Central Sea le Drug-Free Communi es Coali on’ (CSDFCC), which began in 2008
to address the lack of preven on services for youth following the elimina on of the Safe and Drug-Free Schools and Communi es grant. At that
me, CSDFCC was awarded a federal Drug-Free Communi es (DFC) grant. In 2011, CSDFCC became a CPWI community, and began to fund direct
services in addi on to preven on and environmental strategies originally funded under DFC. The name changed to HYCAN in 2015. With a focus to

 increase healthy youth development in Sea le’s Central Area, HYCAN supports youth and families living in the Central Area as well as students
a ending Washington Middle and Garfield High Schools.
Key partnerships include stakeholders involved in substance abuse and crime preven on ini a ves, including schools, human service providers,
civic organiza ons, government, law enforcement, the faith community, health care organiza ons, and the private sector. Specific partners include:
Sea le Public Schools; Puget Sound Educa onal Service District; the Lutheran Church of the Good Shepherd; the East Precinct and African American
Advisory Councils; the Sea le Police Department’s East Precinct; PTSAs; Therapeu c Health Services; Sea le Youth Violence Preven on Ini a ve;
the Central Sea le District Council; the Sea le City A orney’s office; the University of Washington School of Social Work; and Washington Asian
Pacific Islander Community Services.
With an ongoing emphasis on youth development opportuni es, HYCAN has sponsored middle and high school students a ending the annual
Washington State Preven on Summit, the Spring Youth Forum, the Game of Life and WE Day for key preven on strategy training. Youth also
par cipated in the “We are Authen c” posi ve social norms campaign. Community collabora on is ongoing, facilita ng neighborhood gatherings,
community murals, out-of-school youth ac vi es and parent trainings to strengthen families and neighborhoods, prevent crime and increase life
quality for Central Sea le stakeholders.
HYCAN addresses priori zed risk/protec ve factors through coali on expansion and impact, community building, environmental campaigns, and
evidence-based programs including HipHop2Prevent, Life Skills Training, Project Alert and Project SUCCESS. Outcomes are measured through
pre/post surveys that indicate growth in knowledge, skills, and a tudes. Addi onal methods, such as the Healthy Youth Survey and Community
Surveys as well as community input iden fy priority risk factors and needs assessments.
The SE Seattle P.E.A.C.E. Coalition is a community group founded in 2012 to keep Southeast (SE) Seattle youth safe, healthy and happy so they can
learn. The group strives to bring together all sectors of the community to maximize our impact on youth and families. This includes schools,
healthcare professionals, government, parents, youth, media, youth-serving organizations, religious and fraternal organizations, businesses, civic
and volunteer groups, mental health and substance abuse agencies, law enforcement, as well as individual community members.
A challenge for the coalition is engaging the multiple different language and cultural groups that make up SE Seattle. A success for the Coalition is
building the capacity of representatives from different ethnic groups to incorporate prevention programming into their community. The Coalition
has a fulltime drug prevention specialist at Aki Kurose Middle School. We have successfully organized ethnic-specific parenting classes, supported
positive afterschool youth leadership activities, and educated youth and parents about the risks of substance abuse. The Coalition is staffed by
Neighborhood House and funded by the Washington State Department of Social and Health Services - Division of Behavioral Health and Recovery,
King County Department of Community and Human Services, Aki Kurose Middle School and Puget Sound Educational Service District. The Coalition
is implementing its Action Plan to increase community, school, youth and family protective factors and decrease risk factors associated with
substance abuse and mental health problems. The Coalition is carrying out various strategies and activities to reduce youth substance abuse, and
associated issues such as, mental health problems, truancy, school dropout and violence including:





Monthly Coalition meetings and annual community events
Drug prevention classes and groups for youth affected by substance abuse
Programs to provide parents/families with parenting tips and tools
Media campaigns to promote alcohol and other drug prevention

 




Youth education to help youth make healthy and safe decisions
Case management program to support at-risk middle school students
Policy development and advocacy to prevent youth substance abuse
“206 Rising” – our youth engagement campaign through music and arts, www.206rising.org

#206rising or www.Facebook.com/206rising

Each strategy is evaluated for effectiveness and HYCAN updates its Action Plan annually to ensure they have the greatest impact possible.
Parent Partner Family Assistance
The aim of this initiative is to provide a program that offers an array of assistance services to families, caregivers, youth, and community members
with the intent of engaging them in understanding about complex system. The program, which is facilitated by Guided Pathways, aims to inform
and connect families and the community to relevant services, provides training, and provides individualized peer supports to parents and youth.
The trainings and social events provide learning and advocacy opportunities for people interested in behavioral health challenges. The
individualized supports provide direct and tailored support to parents and youth experiencing behavioral health challenges.
This MIDD initiative has brought parents and youth out of isolation, connected them to resources, and helped them obtain services that meet their
unique needs. The initiative has provided a place where family voice and choice is heard. Fewer families and youth remain stuck in their challenges
and achieve and maintain their well-being as a result.
The Youth Empower Support (YES) social emotional learning program at GPS has seen enrollment grow by 50% in Kent and Auburn school districts
including:
 216 new, unduplicated families received 1-to-1 parent and/or youth peer support, and
 1,425.98 service hours were completed, a 20% increase from 2016.
Particularly successful was our program’s launching of an additional weekly session for boys of color January through June at Auburn’s Olympic
Middle School. Also highly successful was the partnership with Auburn Cascade Middle School to support families facing truancy challenges.
Family Treatment Court
FTC is a recovery-based child welfare court intervention. Parents participate in FTC to receive help in obtaining and maintaining sobriety as well as
family services that support a recovery based lifestyle, including mental health treatment when applicable. Many of the court’s parents have a
history of incarceration and FTC supports their reentry into mainstream services. It is an improvement to the current way child welfare cases are
handled in the dependency court system. It is also a prevention and early intervention program, working with both the parent and the child to
prevent future involvement in the criminal and juvenile justice systems and address the health and well-being of child welfare involved families.
FTC also received national recognition from the Office of Juvenile Justice and Delinquency Prevention for the excellence of their program as well as
for their strong collaboration with community partners.

 MIDD funding helped complete the south county full day expansion by securing an additional social worker position and half time court specialist
to increase FTC capacity from 60 to 78 children at any one time or about 140 children per year throughout the county. This expansion means that
south county residents receive equal access to the same high quality services as north county residents. The FTC program was recognized
nationally on several fronts for their outstanding service provision including a national podcast conducted by the National Drug Court Resource
Center and an award presented by the Office of Juvenile Justice and Delinquency Prevention. One of the FTC peer mentors was highlighted by the
American Bar Association as a “Reunification Hero” in 2017.
With over half of FTC participants listing heroin as their drug of choice, FTC needed access to immediate inpatient bed and medically assisted
treatment (MAT) options. We were able to refer and connect almost 52 percent of our parents to MAT services (an increase of 12 percent from
2016).
SAMHSA grant Year 2 (October 1, 2016 – September 30, 2017) evaluation results conducted by the University of Washington using Famlink,
Superior Court, GPRA and NCFAS-G+R data sets for a cohort of 74 children and 61 parents. Primary findings include:









For youth whose families were in the FTC and were returned home, there were no subsequent removals from the home.
There were no additional reports of abuse and neglect after a child’s family entered the FTC.
There were no re-entries to foster care for families.
57.1 percent of children reunified within 12 months of last removal from home.
The mean days between entry to FTC and treatment was 21.7 days.
55.6 percent of parents exited from FTC completed substance use treatment.
To date FTC has used about 16 EBPs with their clients with high completion rates.
There was about 16.7 percent improvement in employment of those that exited the FTC program.
FIRS

The Family Intervention and Restorative Services (FIRS) program is an alternative to court involvement and secure detention for youth violent
towards a family member. Youth are provided a place in a 24/7 non-secure facility in the community and are assigned a specialized Juvenile
Probation Counselor (JPC) and Step-Up Social Worker. During the family intervention process, a validated risk and needs assessment, family
violence safety plan, and FIRS Agreement are conducted. The FIRS agreement engages youth in appropriate services, including Step-Up, evidencebased therapy, or the 180 Program. Youth may also agree to complete community service or engage with other services.
FIRS has successfully offered alternatives to families in a meaningful way. In addition to enhancing access to existing services, FIRS expands the
capacity of Step-Up, a “nationally recognized adolescent family violence intervention program designed to address youth violence toward family
members”.

 Representatives of the program presented at the 2017 JDAI National Conference. We also continue to be called upon to support multiple
jurisdictions across the country.
MIDD funding has made it possible for Evidence Based Practices such as Functional Family Therapy to be offered to families without a formal
adjudication. MIDD support has allowed Juvenile Court Services to step outside of the formal legal process and intervene based on need instead of
services being driven by a legal framework. This has transformed the dynamics of service provision and led to higher engagement in services.
FIRS has resulted in a 62% reduction in charges being filed for juvenile domestic violence and over 300 families engaged in FIRS without having to
traverse the court process. Further, in 2017, well over 100 kids were diverted from detention and entered the FIRS Respite Center. The University
of Washington has conducted an evaluation of the program which has not yet been made available. This report should be very helpful in
identifying strengths as well as areas for improvement
Juvenile Justice Assessment Team (JJAT)
The Juvenile Justice Youth Behavioral Health Assessments (JJAT) program seeks to address the behavioral health needs of youth involved in the
justice system by creating a multi-disciplinary team approach to assessments and referrals. JJAT services further aim to divert youth with behavioral
health needs and diagnoses from initial or further justice system involvement and reduce the incidence and severity of chemical dependency and
mental and emotional disorders in youth. In late 2017, Ryther became the new JJAT mental health provider. Therapeutic Health Services continues
to provide substance use services.
The Ryther Substance Use Disorder Enhancement staff participated in a Reclaiming Futures Learning Collaborative supporting JJAT’s effort to bring
SBIRT (Screening, Brief Intervention, and Referral to Treatment) to Juvenile Court. In addition, JJAT continued to refer youth for psychiatric and
neuropsychological evaluations with both public and private resources in the community, scheduling these appointments in a fraction of the time it
would take without JJAT support.
Juvenile Drug Court
Juvenile Drug Court (JDC) provides support and treatment services to youth charged with criminal offenses who have a substance use disorder
(SUD). JDC has successfully reduced the rate of recidivism of youth of color in the justice system through providing an incentive driven
programming model. In 2017, the Office of Juvenile Justice Delinquency Prevention (OJJDP) launched guidelines that support a coordinated system
of care model for youth and their families struggling with and impacted by behavioral health issues. This resulted in more frequent phase elevation
and graduation through the program and a more meaningful approach to addressing youth/family needs.
Youth graduation and phase elevation rates became more obtainable. The JDC team moved to a culturally targeted approach, reallocating
resources to coincide with the participant in the program.
Seven youth graduated the JDC program in 2017. 14 youth participated in Evidence-Based Programs and 13 youth elevated to various phases
within the JDC program.

 MHFA
Mental Health First Aid (MHFA) gives people the skills to help someone who is developing a mental health problem or experiencing a mental health
crisis. Using a 5-step strategy, participants are able to assess risk, respectfully listen to and support an individual in crisis, and identify appropriate
professional help. Participants are also introduced to risk factors and warning signs for mental health or substance use problems and learn about
evidence-supported treatment and self-help strategies. MHFA works to reduce stigma and increase access to behavioral health care before a
situation turns into a crisis.
In 2017, the Behavioral Health and Recovery Division held a statewide MHFA instructor summit. There were approximately 35 attendees.
Information about the successes and challenges of MHFA was gathered and attendees heard from an Equity and Social Justice panel on ways to
help the curriculum be more inclusive. Also, a Request for Qualifications was released for a provider to create a coordinated system of MHFA
throughout King County.
26 key staff within King County attended Adult MHFA training. Staff in attendance included representatives from the Executives office, BHRD, the
Department of Community and Human Services, the Department of Judicial Administration, and Public Health. In addition, four BHRD staff as well
as 12 others from around the state became certified instructors in Youth MHFA through this initiative in collaboration with EvergreenHealth
hospital.
Opioid Overdose Prevention Partnership – Naloxone/Narcan – Community Overdose Prevention
Provides training and support to community partners (law enforcement, homeless housing, outreach workers, EMS and service providers) to
prevent injury and death from opioid overdose. Coordinates training on Naloxone/Narcan and provides Naloxone kits for partners to administer on
individuals suffering opioid overdose across King County communities.
Opioid Primary Prevention Taskforce Workgroup
This workgroup is coordinated by King County staff. It is made-up of a diverse set of partners focused on the three Primary Prevention
recommendations, issued September 2016: Education, Secure Medicine Return, and Universal Screening. Provides opioid and overdose prevention
education to providers, patients, and communities. Promotes King County Secure Medicine Return to providers and patients to reduce
inappropriate access of medications in the home (misuse, accidental overdose, suicide, and death). Promotes and supports universal screening for
risk factors that predict substance use, provision of education and/or brief intervention, and referral to appropriate support services and/or
treatment for individuals and their families. The workgroup provides communities access to Opioid Medication & Pain flyer(s) in 22 languages as
well as other resources located on the Task Force webpage to support community-led prevention and education efforts.

 STAR Program for Individuals with IDD
The Substance use Treatment And Recovery (STAR) program provides adult substance use disorder (SUD) outreach, engagement, and treatment to
individuals with intellectual and developmental disabilities (IDD) who are enrolled with Washington State Department of Social and Human
Services/Developmental Disabilities Administration (DSHS/DDA) services. STAR Program staff members are available to perform consulting,
training, and outreach activities to create linkages with community partners and provide education to organizations serving individuals with IDD in
collaboration with DDA and the County.
Systems Partnerships and Coordinating Care Work
Children, Youth and Family services is a multi-system and multiple front doors landscape. In order to provide behavioral health services in the most
efficient, effective and cost conscious manner, supporting system partnerships and establishing coordination and cooperation among multi-system
partner, and information sharing and support among our providers is an essential component of facilitating our system well.
The work below is a practical requirement of ensuring service and system quality and new and ongoing policy and program implementation and
continuous quality improvements:
1. Quarterly Meetings with Region 2 South [King County] DSHS Children’s Administration, DCFS. We have in the past 6 months also included
Coordinated Care MCO as they will have FIMC responsibility for all youth in foster care, adoption support, and alumni of foster care up to
age 26. We coordinate care, administrative barriers and issues, legislative changes, implications and implementation concerns and
generally keep each other abreast of changes and emerging issues.
2. Monthly Youth Providers Meeting—Support and coordinate our Youth and Family Services Providers, implement and problem-solve
ongoing and new documentation and accountability related requirements, new programs and activities such as WISe, CCORS Expansions,
Trainings, changes to the Crisis System, discussing CALOCUS Implementation, Child/Youth Clinical Outcomes, etc.
3. DDA, KCDDD Program Development subsequent to recent CMS Waiver determination—providing technical assistance, consultations,
program development in order to coordinate discussions of the needs of those on the autism spectrum and their families.
4. ‘Kid’s PIPs [Performance Improvement Plans] Care Coordination Pilots with Coordinated Care MCO and Molina—PIP started with Molina.
Work there is more focused on adults given who was identified as being in the pilot. Coordinated Care work has been more substantivemonthly meetings, model design and identification of next steps, discussion of how to collaborate etc. Next step will be organizing per each
individual identified as being in the pilot meetings to discuss and implement the operational details of shared treatment planning between
outpatient BH provider and CC MCO.
This work includes coordination between the two healthcare systems around logistical issues such as communications, having different data
base systems, etc.
5. Reclaiming Futures and Uniting for Youth—systems coordination with juvenile justice, child welfare, education, developmental disabilities,
juvenile justice, all child and family serving system partners.

 Workforce Development
The Workforce Development initiative’s aim is to develop a sustainable, systems-based approach to support the behavioral health workforce by
increasing the number of staff working in the King County behavioral health workforce and enhance their skill set, increase capacity to provide
quality behavioral health services in King County; and increase adoption of evidence-based, best, or promising practices.
Workforce skill development trainings were also provided throughout 2017 in addition to a special Medication-Assisted Treatment Clinical
Collaboration project in collaboration with Public Health and our local opiate treatment providers. Agencies also continued to take advantage of
the Chemical Dependency education, licensing, and supervision program increasing the number of substance use clinicians in the field.
Youth Marijuana Prevention and Education Program
Provides support to King County communities to prevent youth marijuana use by reducing risks and increasing protection for youth. The program
works directly with a diverse coalition of representatives focused on youth marijuana prevention across King County, to develop strategic
prevention planning to address youth marijuana prevention with racial equity. Additionally, the program provides communities with access to
youth marijuana prevention & education, resources, program grants, and support. The program collaborates with over 300 partners and strategic
planning efforts are data informed by the Healthy Youth Survey, key informant interviews, and youth listening session data.
Children’s Crisis Outreach Response System (CCORS)
The Children’s Crisis Outreach and Response System (CCORS) provides countywide crisis response for youth up to age 18 who are currently in King
County and experiencing a behavioral health crisis. These services are provided to children, youth, and families where the functioning of the child
and/or family is severely impacted due to family conflict and/or severe emotional or behavioral problems, and where the current living situation is
at imminent risk of disruption.
CCORS continues participation in monthly Crisis Intervention Team (CIT) Trainings for police officers and continually reviews and revises training
provided, based on officer feedback, to insure it is meaningful and relevant. Participation in CIT Training has supported overall collaboration with
law enforcement to better respond to crises.
CCORS maintains strong relationships with community providers and wraparound teams to insure client continuity of care. Meetings with school
personnel, police and hospitals as needed to resolve challenges and maintain open communication continues to strengthen the multi-system
support network.
Quarterly client satisfaction surveys include: “CCORS should be all over the USA. I am happy that KC has CCORS. I feel lucky that we found CCORS.
My daughter is better aware of her emotions and able to talk about them. “And, “our communication has greatly improved and we are spending
more time together as a family at the Y.” “My wife and I were thrilled by the care and concern for our family”.

 Use of parent partners has increased community understanding and appreciation of the value of parent partners.
CCORS referrals continue to increase. Since 2010, there has been a 42% increase in referrals.
In 2017, there were 1211 referrals and 890 outreaches. Of those, 29% had hospital diversion as the primary reason for the referral. CCORS safely
diverted 29% during the initial outreach and 85% were safely diverted during their enrollment in CCORS. We do not consider hospitalization a
negative outcome as voluntary or involuntary hospitalization may be the best outcome based on the individual client. However, 25% had
placement stabilization as the primary reason for the referral. 89% were successfully stabilized at exit.
CCORS uses the CALOCUS (Child and Adolescent Level of Care Utilization System) at the initial outreach with clients and at discharge for clients who
enroll in CCORS services. In 2017, based on the average scores pre and post, clients exiting CCORS moved down a level of care from level 4
Intensive Outpatient to level 3 Outpatient. See additional information below:

YMCA CCORS EMERGENT OUTREACH SUMMARY
TOTAL NUMBER OF REFERRALS
OUT OF COUNTY YOUTH
INTENSIVE STABILIZATION SERVICES
REFERRALS MADE
DCFS
RSN
CCORS in House
REFERRAL SOURCE (ALL CCORS)
Parent/Caregiver
Police
School
ER SW/Staff
Other *
TOTAL EMERGENT OUTREACHES (EO)
EO Attempted, no contact made
EO Contact Made
EO Average Response Time (minutes)
LOCATION OF EO
Home
School

2015
1133
22

2016
1164
20

2017
1211
21

143
61
82
0

136
50
86
0

129
60
69
0

196
195
173
5
15
15
70
58
34
626
698
790
93
61
70
372
372
447
8
30
19
364
342
428
105.11 117.83 110.67
99
22

94
19

105
13

 ER
Other **
DISPOSITION AFTER EO
Remained in present situation
Moved to Natural Support
CSB
Voluntary Hospitalization
DMHP Referral
Detained on ITA
DCFS Placement
EO FOLLOW-UP RESULTS
Referred to CCORS Follow-up
No follow-up requested
TOTAL HOSPITAL DIVERSIONS
Details for "Other"/asterisks:
* MHP Juvenile Detention Center, Fairfax Case
Manager, Mental Health
Therapist/Neighborcare Health, Case Manager,
CA, GHC Counselor, SW at Providence Hospice
** Juvenile Detention, Coffee shop, FIRS Youth
Service Center

227
14

217
15

295
15

182
8
1
109
27
22
1

181
4
2
108
32
20
5

213
3
1
149
34
21
4

150
209
81

113
229
64

124
304
86

 CCORS Expansion – Safe Spaces
The Safe Spaces initiative is a coordinated approach to supporting homeless youth who are at risk for involvement in the justice system and their
families. These supports serve youth under the age of 18 who are currently involved with, or at risk of being involved with the justice system as a
result of low level offenses or transgressions. In the event of law enforcement contact, or potential contact, the YMCA will send a parent peer
specialist to work with the family, and a youth peer to work with the youth and connect them to resources. In collaboration, Nexus Youth and
Families Services has successfully launched a 24/7 shelter facility that provide 24-hour supervision to provide short-term crisis stabilization beds for
youth that are engaged by law enforcement. The YMCA will also send their staff to conduct their peer support and crisis service at this location.
CCORS Expansion – Crisis Outreach Response System for Young Adults (CORS-YA)
This initiative provides a pilot program of community-based support to address gaps in the current behavioral health and housing systems for
transition aged youth (18-24) with serious behavioral health needs, including those experiencing their first psychotic break. This program expands
the current Children’s Crisis Outreach Response System (CCORS) serving youth in adult housing throughout Seattle, east King County, and/or south
King County including transitional housing, rapid rehousing and permanent housing. The CORS YA program is still in its inception, but the team is
currently providing crisis services coverage to 11 Transitional Housing units with the focus of expanding services to an additional 12 Transitional
and Permanent Housing units this year. This expansion pilot program will provide young adults short-term intensive community-based support and
ongoing stabilization services. In addition the CORS YA team provided support to the housing provider staff to ensure the safety of staff and other
residents. Below is a list of programs the CORS-YA program is currently serving and will be serving as they expand services.

Agency

Friends of Youth
Friends of Youth
Friends of Youth
YMCA
Friends of Youth
Therapeutic Health Services
YMCA
YouthCare
YouthCare
YMCA
Auburn Youth Resources
Auburn Youth Resources

Program

NG-Sandpoint
NG-Bothell
Supportive Permanent Housing
Bergan Place Apartments
Sea/King RRH for YYA-FOY
Sea/King RRA for YA-YMCA
Open Doors Project
Sea/King RRH for YYA- YC
Next Step (inactive as of 6/31/17)
ACE
Severson

Bed Count

6
14
10
2
16
16
16
8
16
38
8
8

Program Type

Transitional Housing
Transitional Housing
Permanent Housing
Permanent Housing
Rapid Rehousing
Rapid Rehousing
Rapid Rehousing
Rapid Rehousing
Rapid Rehousing
Rapid Rehousing
Transitional Housing
Transitional Housing

 Friends of Youth
Friends of Youth
United Indians of All Tribes Foundation
YMCA
YMCA
YMCA
YMCA
YMCA
YMCA
YMCA
YMCA
YouthCare
Friends of Youth
YouthCare
Valley Cities
YMCA
Friends of Youth
YouthCare
YouthCare
YouthCare

New Ground Kirkland
NG-Avondale Park
Labateyah
West Seattle Shared Home
McGrath Shared Home
Bellevue Shared Home
Shared Home--Central House
YMCA Shared Home--Shoreline
YMCA Shared Home--Auburn
YAIT (Young Adults In Transition)
Independent Youth Housing Program
Home of Hope
FOY-PH
University Commons / Marion West
Phoenix Rising
Home At Last
New Ground Totem Lake
Catalyst
Passages
ISIS House

9
24
25
4
5
5
5
3
5
11
25
20
6
20
24
20
10
12
8
12

Transitional Housing
Transitional Housing
Transitional Housing
Transitional Housing
Transitional Housing
Transitional Housing
Transitional Housing
Transitional Housing
Transitional Housing
Transitional Housing
Transitional Housing
Transitional Housing
Permanent Housing
Permanent Housing
Transitional Housing
Permanent Supportive Housing
Transitional Housing
Transitional Housing
Transitional Housing
Transitional Housing

CCORS Expansion – Time-Response for Adverse Childhood Experiences (TRACE)
The TRACE initiative is one that is in its inception and aims to expand existing crisis outreach and response programming available through the
Children’s Crisis Outreach Response System (CCORS) to include responses to traumatic events involving children and families. TRACE staff will work
in collaboration with first responders and the chaplaincy network in order to deliver more immediate, population-based response to traumatic
events, e.g. youth suicide, community violence, etc.

 WISe/Wraparound
Wraparound is a team based planning process to help youth overcome barriers to be successful in their home, schools and communities. The
process is strength based and individualized to support youth in their community and within their family culture. Wraparound is a proven, effective
approach to developing and coordinating plans of care that build on the strengths of the child or youth and family.
WISe is Wraparound with Intensive Services. This is a Wraparound service that also focuses on intensive outpatient mental health services as a
necessary component of the program. In King County, WISe is a program that is available to children and youth who are Medicaid eligible and can
benefit from receiving behavioral health services due to mental health diagnosis or other concerning behaviors. Wraparound is also available as a
program in King County and is offered to children and youth who are not Medicaid eligible but could still use the supports that Wraparound has to
offer.
All care plans are individualized and based on the needs and goals identified by the family. Plans address the specific cultural needs of the family,
with a goal that services and supports occur in the family’s home and community whenever possible. A team of supportive individuals works with
the family to help them achieve their goals. The team is made up of professionals as well as ‘natural’ supports like relatives, neighbors, coaches, or
clergy who may continue to be involved with the family for years.
Wraparound Delivery Teams at five community treatment agencies work collaboratively within each community to assist youth and families to
develop a package of services that addresses the unique needs and goals of each family.
Approximately 534 youth and families were served in WISe/Wraparound in 2017. 55% of the teams that closed in 2017 (238) reported
Wraparound was successful for youth or family or both. The number of youth and families that decline or disengage before completion dropped
from 43% in 2016 to 33% in 2017. This supports the theory of better trained wraparound staff, increased efforts in engagement and the hope that
parent partners bring to the conversation during the engagement phase of Wraparound.

 Total Numbers per Month
450

400

350

300

250
MIDD/CLIP
200

WISe
Total Enrolled
WISe Target

150

Staffing Capacity
*True Capacity

100

**WISe Capacity
50

Jan

Feb

MIDD/CLIP

76

79

Mar

April

May

June

WISe

200

204

Total Enrolled

276

283

WISe Target

450

450

450

530

530

530

Staffing Capacity

339

339

339

*True Capacity

229

229

229

**WISe Capacity

171

171

171
Numbers as of February 27 , 2018
* True Capacity = trained facilitators x caseload of 11
** WISe Capacity = 75% of True capacity

 Monthly WISe Cases Open & Closed
30

25

20

15
WISe Opened
WISe Closed
10

5

0

Jan

Feb

WISe Opened

13

27

WISe Closed

26

Mar

April

2018
Numbers as of February 27 ,2018

May

June

 Appendix I
Ordinance 18636 Report
Best Starts for Kids Stopping the School to Prison Pipeline Investments
Organization
Description
& Program
4 Culture
Staff, mentor artists, and community allies build relationships with youth
Creative
who are currently directly involved in the county juvenile justice system.
Justice
The majority of the youth involved with the program are black and
brown, low-income, and struggling in school with chronic absenteeism
and academic achievement. Participants attend two-hour classes twice
weekly for four months; engaging through a culturally responsive
curriculum providing space to create art, discuss important social issues,
and develop a culminating project or presentation.
Black Star
Serves youth ages 12-24 as part of a family system which includes
Line African parents/guardians/caregivers and siblings to develop salient African
Family
cultural identity; includes Training of Trainers to implement rites of
Educational passage programs to facilitate social-emotional intelligence, mindfulness,
Collective
and cultural stewardship through daily, weekly, monthly and quarterly
events.
Embracing
Your Best
Self
Cham
Via key members within an ethnic community, partner agencies will
Refugees
provide culturally and linguistically appropriate services such as
Community comprehensive case management, immigration, resource navigation,
Refugee and youth education/development and senior services and through involving
the whole community to families with youth at imminent risk of academic
Immigrant
and career breakdown through a holistic approach. Refugee and
Youth
immigrant youth within the Cham, Congolese, and Somali will be offered
Support
services where it's most convenient, whether it is inside their homes, the
Program
school, community center, church, mosques, or local offices.
Community Provide supports and connections for Black youth ages 12-18 in the Kent
Network
School District who are struggling academically and socially. Black
Council
Academic Coaches will meet with students one-on-one twice a week and
at facilitated group meetings twice a month focused on academic
Critical
Connections achievement, cultural identity development and increasing positive
school and community connections; and engaging parents to support
for Black
Youth
student achievement.
Community In collaboration with the University of Washington, Community
Passageways Passageway’s community-based mentors deliver a culturally relevant
evidence-based interventions to youth who are “at risk,” have been
Family
involved, or are currently involved with the juvenile justice system. Youth
Integrated
Transitions and their families will receive weekly support in community and home
settings.
Good
In-school and community-wide outreach, provide case management
Shepherd
services primarily for African American youth. Implementing Standing Tall
Youth
Mentorship Program (STMP) which brings life changing opportunities to
Outreach
promising, disadvantaged youth by providing inspirational messages of
hope, offering effective mentoring, educational resources, supporting

Amount
$244,211

$244,445

$244,445

$185,574

$243,220

$225,866

 Appendix I
Ordinance 18636 Report
Organization
& Program
Promoting
Youth to
Success

Best Starts for Kids Stopping the School to Prison Pipeline Investments
Description

Amount

families, and building community partnerships. STMP also offers and
promotes positive cultural identity development.

Partnering with three high schools in the Kent School District (KSD)- Kent
Living Well Meridian, Kentwood and Kentlake – to directly support East African
Kent
immigrant/ refugee high school students and their families who are
Collaborative vulnerable to not graduating on-time. These students and their families
work intensively with a Student Support Worker and a Family Advocate.
School to
Success
Na'ah Illahee Create an operating framework for a network of King County-wide
Fund
Indigenous community practitioners trained in innovative, indigenousIndigenous based prevention and early intervention strategies. This two-tiered
Youth and
program will provide a nurturing prevention environment for Indigenous
Community youth to explore and develop positive self-identity and ways to
Connections successfully navigate institutions such as schools; and an early
intervention strategy that utilizes Restorative Justice practices to directly
address issues in order to build a school to success pathway.
POCAAN
Education & Service Through Our Restorative Examples (RESTORE)
Restore
program is an 18-month, multi-tiered approach that borrows from the
Washington state-approved best practices of Restorative Justice (RJ)
trainings and practice utilization, Behavioral Health (BH) services, and
Multi-Tiered Support System (MTSS) school-based approach to intervene
in the lives of students of color, primarily Black and Latinx youth,
attending four targeted schools, two middle and two high schools, within
the Renton and Tukwila School Districts in grades 7th through 10th.
Urban
Provides mentorship, life skills, and empowerment to young African
League of
Americans, and young other under-served communities. Through
Metropolitan strategic outreach, and connection, Peer Connectors will connect with
Seattle
opportunity youth, empower them with the tools necessary to stay on a
path of success (prevention) and/or help them create a path to success.
Peer
Connectors Credible Messenger cohorts as a diversion mechanism are also included.
& Credible
Messengers

$190,831

$239,915

$244,445

$244,445

 Appendix J
Ordinance 18636 Report
Juvenile Justice Steering Committee Report Recommendations
King County Council Law and Justice Committee Briefing 2017-B0198

1. Education Summit - One primary challenge moving forward will be for
committee members to stay engaged with one another even if not everyone
chooses to serve beyond their initial commitment. There is good work and strong
efforts going on in each of the school districts. And one challenge they face will
be to continue some form of collaboration among themselves and ultimately with
the remaining JJESC and the broader community. Marcus Stubblefield has
expressed plans to attempt to bring the districts together to for an education
summit which was in the making but never actualized. This summit needs to take
place in order to demonstrate a unified and collaborative effort across all districts.
2. Broader Funding for Small Community-Based Organizations - Community
organizations continue to develop creative and responsive programming and
their challenge continues to be greater access to funds to further develop
programming. There continues to be a need to provide support with application
processes and skills development for the fiscal and administrative expertise
required to run and maintain grants.
3. Ongoing Collaboration - There is a strong willingness on the part of the PAO to
continue to engage with all parties to find lasting solutions and move to a more
"best interests" model of juvenile justice in favor of an offense-based, "just
deserts" model focusing on punishment and accountability associated with the
current Juvenile Justice Act. The JJESC and its members need to continue this
collaboration.
4. Further Engage Law Enforcement – There are current collaborative efforts with
law enforcement in the county notably, Tukwila as well as the King County
Sherriff. This effort needs to be expanded to engage the rest of law enforcement
in the county most notably the Kent and Seattle Police Departments. Marcus
Stubblefield has expressed a desire to bring together law enforcement across the
county to have a summit similar to the one for educator and this effort should be
supported by the committee.
5. Begin Efforts to Overhaul the Juvenile Justice Act – The committee was
presented with information on the JJA expressing the need to begin efforts to
change legislation governing the Act. This will require a dedicated team or
subgroup to identify short and long term goals along with intermediate steps to
begin and complete an overhaul.
6. New Approach to Mental Health Treatment and Care – The mental health
sub-group needs to regroup to identify a range of strategies and continue to
develop plans to look at training opportunities as well as potential certification of
providers who would be competent in providing culturally responsive evidence
based interventions.

 Appendix J
Ordinance 18636 Report
7. High Risk Youth – The committee needs to refocus its efforts to address needs
of high risk youth as outlined in the four phase process. This phase was not
addressed do to timing issues.
8. Develop a Comprehensive Strategy for Job Development for Youth – The
committee should identify strategies to create employment opportunities and jobs
creation for young people to help ease the effects of poverty and homelessness.
9. Engage in the Deeper Conversations on Race and Systemic Issues – The
committee should continue to explore a facilitate discussion on race and the
broader implications of institutionalized racism and other systemic issues
10. Support Ongoing Community Strategies - The JJESC should either support
or adopt a comprehensive model such as the one proposed by TeamChild to
engage the community in the redesign, development, and deployment of
community-based and community-driven solutions to support youth, families and
community.

 Appendix K
Ordinance 18636 Report

Uniting For Youth Member Organizations
As of 6.20.18

King County Departments
and Agencies
Superior Court
Prosecuting Attorney’s
Office
Public Defense
Public Health
Community and Human
Services
Adult and Juvenile
Detention
Performance, Strategy, and
Budget

Washington State Departments
and Agencies
Department of Social and Health
Services
Children’s
Administration/Department of
Children Youth and Families
Juvenile Rehabilitation
Developmental Disabilities
Administration
Office of Superintendent of
Public Instruction
Attorney General

Community Organizations
& Other Partners
EL Centro de la Raza
Center for Children and
Youth Justice
Guided Pathways
Seattle Police Department
Seattle Youth Violence
Prevention Initiative
Institute for Family
Development
Puget Sound Educational
Services District
Robert F. Kennedy Youth
Action Corp
Casey Family Programs

 Appendix L
Ordinance 18636 Report

Children and Youth Advisory Board
Statement on Equity
 Equity is an ardent journey toward well-being
as defined by the affected
 Equity demands sacrifice and redistribution of power
and resources in order to break systems of oppression,
heal continuing wounds, and realize justice
 To achieve equity and social justice, we must first
root out deeply entrenched systems of racism
 Equity proactively builds strong foundations of agency,
is vigilant for unintended consequences, and boldly
aspires to be restorative
 Equity is disruptive and uncomfortable and not voluntary
 Equity is fundamental to the community we want to build