►
From YouTube: Juvenile Justice Oversight Council (7-21-23)
Description
No description was provided for this meeting.
If this is YOUR meeting, an easy way to fix this is to add a description to your video, wherever mtngs.io found it (probably YouTube).
A
B
A
C
D
F
A
Wow
all
right:
well,
it
only
took
11
years
for
me
to
figure
that
out
welcome
everyone
to
the
Juvenile
Justice
oversight
Council.
A
Now
that
I've
learned
how
to
use
a
microphone
glad
to
have
you
all
I'm
glad
to
have
folks
from
Western
Kentucky
appearing
remotely
members,
if
there's
ever
a
need
for
that,
please
feel
free
to
reach
out
to
Matt
or
me
shoot
me
an
email
or
something
if
you
need
to
zoom
in
on
a
on
a
meeting,
because
you
can't
find
it
a
deputy
to
send
or
or
you're
out
of
town
out
of
state
whatever.
Please
we'll
try
to
accommodate
that
anytime,
we
can.
B
F
A
All
right
seeing
that
we
have
a
quorum
and
we
are
authorized
to
do
business.
We
do
need
to
approve
a
couple
of
rounds
of
meetings,
minutes
which
are
in
your
folders
members.
We've
got
the
May
meeting
and
then
our
joint
meeting
that
we
shared
in
June
with
the
commission
on
race
and
access
to
opportunity,
unless
there
are
objections,
I'd
entertain
a
motion
and
a
second
to
approve
these
minutes.
We'll
do
them
as
a
group
unless
there's
a
not
problem
with
that
Rachel.
G
A
D
A
A
A
Yesterday
they
were
kind
enough,
along
with
Mr
Moore,
to
speak
on
the
the
status
of
djj's
Staffing
and
how
things
have
progressed
since
session.
I
wanted
to
make
sure
that
this
group
had
an
opportunity
to
hear
that
and
weigh
in.
So
the
legislators
here
have
heard
that
everybody
else
hadn't,
so
I
appreciate
you
all
being
willing
to
make
the
presentation
a
second
time.
B
B
The
additional
funding
provided
in
Senate
Bill
162
was
to
add
another
146
positions
in
the
correctional
officer
series
to
meet
the
Department's
recommended
Staffing
to
ensure
the
state,
the
safety
of
our
youth
and
all
of
our
staff.
Just
as
important
we've
seen,
candidates
on
our
registers
grow
significantly.
We
currently
have
325
candidates
applying
to
all
of
our
correctional
officer
registers.
With
these
numbers,
the
facilities
are
able
to
ensure
they
are
hiring
the
best
candidates
once
hired.
The
employees
are
required
to
attend
a
six
weeks
Academy
before
they
are
able
to
work
with
our
offenders.
B
Although
we
have
seen
significant
Staffing
improvements,
we
still
have
areas
that
have
a
long
way
to
go
in
our
more
urban
areas
where
competition
is
greater.
Recruitment
and
Retention
is
still
an
ongoing
issue.
For
instance,
in
Campbell
County
we've
seen
a
growth
in
correctional
officers
from
2
in
February
to
14th.
However,
we
still
have
this.
We
still
have
a
significantly
amount
of
vacancies
in
that
area,
similar
in
Jefferson
County
we've
seen
correctional
officer
numbers
nearly
double
from
6
to
11,
but
again
we
still
have
a
significant
amount
of
vacancies
as
well.
B
B
Conditions
at
the
facility
have
impacted
Staffing,
especially
as
our
violent
incidents
have
increased,
limited
Staffing,
ultimately
hurts
security,
programming
and
recreational
time
for
our
youth.
These
burdens
also
impact
our
Recruitment
and
Retention
efforts.
Detention
staff
have
long
faced
poor
compensation
and
pension
options
as
well
as
difficult
and
dangerous
work.
Environments,
cabinet
and
department
leaders
have
talked
about
how,
as
of
recently
as
two
years
ago,
the
starting
pay
for
a
correctional
officer
of
a
juvenile
detention
center
was
only
thirty
thousand
dollars.
B
These
low
wages
did
not
attract
the
staff
that
the
department
needed
the
administration
and
the
cabinet
have
committed
every
resource
to
improving
Recruitment
and
Retention
and
I'd
like
to
give
you
a
short
historical
summary
of
the
efforts
that
we
have
taken
on
Staffing
for
DJJ.
So
in
August
of
2019,
the
difficulties
of
hiring
and
retaining
youth
workers
in
the
detention
facilities
was
recognized
and
salary
was
obvious.
The
reason
so
we
implemented
a
thirty
thousand
dollar
special
entrance
rate
in
December
of
2021.
B
B
This
February,
we
reallocated
the
positions
in
the
youth
worker
Series
in
the
detention
centers
to
the
correctional
officer
series
to
more
appropriately
align
with
their
job
duties.
In
addition,
Governor
beshear
raised
the
starting
salaries
to
fifty
thousand
dollars
for
the
DJJ
correctional
officers.
This
was
achieved
by
increasing
the
salary
to
five
percent
below
the
midpoint
of
the
grade
and
then
implementing
a
5.23
cents
an
hour
of
locality
premium.
B
The
legislator
recognized
the
importance
of
this
step
and
it
appropriated
3.2
million
to
sustain
the
salary
increases
in
the
two.
The
2023
legislation
session
I
also
believe
it's
important
to
recognize
that
the
legislator
also
provided
30
million
to
fund
the
administrator's
request
to
raise
the
salary
for
all
Doc
correctional
officers,
and
we
are
already
seeing
the
positive
impacts
of
that
investment.
B
The
general
assembly
also
provided
4.8
million
to
increase
the
salaries
for
DJ
J
staff
that
are
not
correctional
officers.
So,
just
to
reiterate
there,
two
years
ago,
the
starting
pay
for
juvenile
detention,
centers
were
only
thirty
thousand
dollars.
Today
we
are
recruiting
correctional
officers
at
five
percent
below
the
midpoint
plus
that
locality
premium,
which
is
bringing
the
new
starting
pay
to
fifty
thousand
dollars.
B
During
the
2020
legislative
session,
the
recruitment
Branch
was
established
for
the
cabinet
and
we
have
three
employees,
including
myself,
and
we
are
dedicated
to
the
recruitment
for
the
entire
cabinet.
We
are
actively
recruiting
for
all
positions
in
DJJ,
with
a
heavy
emphasis
on
the
detention
centers
and
because
we
are
a
small
branch
and
we
also
depend
on
our
superintendents
and
their
employees
to
assist
in
our
efforts,
and
they
have
been
very
helpful
to
us.
B
I'd
also
like
to
take
a
moment
to
highlight
just
a
few
of
our
recruitment
efforts
and
some
of
the
things
that
we
have
done
here.
So
we
have
contracted
with
red
7e,
which
is
a
louisville-based
advertising
marketing
company,
and
we
currently
have
a
contract
for
social
media
media
sponsored
advertising,
Google,
search
engine
marketing
and
website
advertising.
B
We
have
held
job
fairs
at
the
Campbell
County
in
Jefferson
County,
juvenile
detention
centers.
We
have
attended
over
30
job
fairs
this
year,
including
fairs
at
Northern,
Kentucky,
University,
University
of
Louisville
and
Regional
job
fairs.
In
the
Louisville
and
Cincinnati
area,
we
have
increased
our
Department's
social
media
presence.
We've
ensured
our
vacant
positions
are
posted
on,
indeed
LinkedIn
Kentucky,
career
center
and
Glassdoor.
B
In
addition
to
our
efforts,
the
Personnel
cabinet
recognized
as
the
job
market
change
agencies
need
to
fill
positions
faster,
and
with
that
in
mind,
they
worked
with
the
legislator
to
change
18a.
To
allow
more
flexibility
on
how
long
positions
are
posted
job
advertisements
can
now
be
posted
for
as
little
as
five
days
previously,
it
was
10
days
in
addition
to
the
efforts
that
I've
reviewed,
Senate
Bill
162
also
provided
the
department
with
other
tools
to
assist
in
hiring
and
retaining
employees.
B
The
bill
directed
DJJ
to
develop
a
limited
duration
program
to
allow
employees
who
have
resigned
to
return
to
their
previous
employment
classification.
Letters
were
sent
to
eligible
individuals
and
the
reinstatement
program
provided
us
with
10
experienced
correctional
officers
that
were
able
to
start
immediately.
B
A
A
You,
you
spoke
yesterday
what
we
already
knew
that
their
salaries
aren't
as
high
as
your
Corrections
staff
now
is
I
asked
if
you
all
wanted
to
raise
that
up,
and
the
answer
was
a
bit
reluctant,
but
eventually
Mr
Moore
said
yes
and
I
asked
for
how
much
that
would
cost.
Do
we
have
a
number
for
that
today.
J
Well,
I
do
want
to
make
sure
that
I'm
giving
you
the
right
number.
So
we
were
planning
to
send
this,
as
you
know,
an
answer
with
a
question
for
clarification.
So
if
I
could
ask
your
question
for
clarification,
okay,
referring
to
community
on
our
side.
As
far
as
the
structure
of
the
agency,
we
have
a
community
sorry
I'm,
going
to
mess
up
the
title
of
what
it's
called
community
and
section,
but
it's
primarily
composed
of
your
social
workers.
Social
Service
clinicians,
your
psychiatrists.
Those
positions
are
what
makeup
that
grouping.
A
H
A
Happy
with
both
of
those
and
the
more
information
you
give
us,
the
better,
our
budget
can
be,
or
the
better
I'm
armed
to
ask
for
it
in
the
budget
since
I'm,
just
one
out
of
138
votes
for
it.
So
thank
you
for
that
and
then
I
want
to
say
yesterday
the
objective
Mr
Moore
said
you're
trying
to
get
to
307
is
that
right
on
the
correction
side,
I.
A
A
A
Again
and
I
know
we're
we're
covering
plowed
ground
here
for
those
of
us
who
are
in
judiciary
yesterday,
but
for
the
benefit
of
the
rest
of
the
jjoc
I
asked
because
you
all
had
testified,
or
the
secretary
had
testified
previously
in
the
commissioner
before
the
Judiciary
Committee
in
the
interim,
about
the
struggles
that
the
cabinet
has
had
in
in
terms
of
using
job
fairs
and
social
media,
and
the
like
and
I
asked
yesterday
about
that.
B
Are
yeah
we're
really
excited
about
our
red
70?
You
know
they're
doing
lots
of
advertising
on
social
media,
Facebook
Instagram
and
we've
really
picked
up
on
our
Facebook
page
here
at
4djj
and
then
also
as
LinkedIn.
We
have
a
LinkedIn
recruiter
licensure
now
for
DJJ,
where
we
can
actively
go
in
and
look
for
people
and
go
through
their
profiles
and
send
them
personal
personalized
messages
to
try
to
get
them
to
come.
B
You
know
talk
to
them,
give
them
additional
information,
we're
going
to
job
fairs,
we're
trying
to
not
only
concentrate
on
our
colleges
and
universities,
but
going
to
some
of
those
Regional
job
fairs
and
we've
been
going
to
some
Nationwide
Superior
and
job
news
job
fairs,
and
we
have
a
lot
of
success.
We
have
a
lot
of
interest
in
people
coming
to
talking
to
us
in
those
as
well,
so
we're
hopeful
that
our
efforts
in
that
area
is
really
going
to
help
us.
A
And
the
last
question
I'll
ask
or
the
requests
that
I'll
make
before
I
go
to
representative
brancher
I
asked
yesterday
about
your
staff
ratios
at
each
facility.
I
want
to
make
sure
that
you
provide
that
to
this
committee
as
well
as
Judiciary.
Yesterday,
folks,
I
asked
for
and
I
realized
that
staff
ratio
depends
on
a
snapshot.
Population
counter
Census
count
on
a
given
day
in
a
given
moment.
A
We've,
given
you
a
boatload
of
money
that
you
needed,
and
not
just
for
DJJ,
but
for
Doc
as
well,
but
I'm
I
want
to
know
how
we're
progressing
and
my
request
when
I
asked
you
all
to
come
and
appear
before
these
committees
and
I
assume
it
was
communicated
to
you
all.
I
want
you
to
know
that
this
is
sort
of
almost
gonna,
be
a
monthly
Affair
I'd
like
to
keep
close
tabs
on
how
we're
progressing
good
news
or
bad
news
I
want
to
know
how
we're
doing
at
DJJ
representative
bratcher.
Thank.
K
You
Mr
chairman,
just
a
couple
of
questions
just
so
I
understand
because
I
get
asked
these
questions
out
there
and
sometimes
I
talk
myself
into
a
circle.
So
let's
say
that
somebody
in
DJJ
was
making
thirty
four
thousand
a
year.
They
will
immediately
have
they
or
soon
will
go
to.
Fifty
thousand
is
that
is
that
the
way
it
works.
B
B
K
J
Correct
so
I
think
those
were
not
they
weren't
adjusted
in
accordance
with.
K
B
No,
that
was
the
the
program
that
they
created
to
contact
the
employees
that
who
have
resigned
and
who
were
eligible
after
being
resigned
to
be
able
to
come
back.
So
they
sent
letters.
F
K
B
She's
saying
I
believe
they
have
already
sent
the
letters,
but
I
don't
have
the
numbers
with
me
today
of
how
many
or
anything
like.
K
A
I
K
I
Hypothetical
54,
000
employee-
and
you
all
correct
me
if
I'm
wrong,
but
that
employee
would
have
received
the
six
percent
increment
that
all
state
employees
received
the
folks
yes
and
the
folks
that
got
the
bump
up
to
50
did
not
receive
that
six
percent.
So
is
that
I
got
that
right,
didn't
I,
so
it's
a
little!
So
it's
not
like
they
wouldn't
have
received
anything.
They
would
have
got
the
six
percent.
Some.
L
J
Okay
did
just
look
up
so
the
social
service
worker
ones
which
that
series
sort
of
the
entry
level
for
those
they're
being
brought
in
just
a
little
bit
over
45
and
then
after
six
months,
they
received
five
percent
on
that.
For
the
most
part,
they
are
moving
up
through
that
series.
There's
a
social
service
worker
to
their
social
service,
clinicians,
so
they're,
moving
up
that
graded
pay
scale,
but
that
on
the
social
service
side,
is
probably
the
lowest
great
salary
position.
J
It's
also
the
lowest
graded
position
and
then
for
youth
workers.
I'm
sorry
I
had
it
in
front
of
me
for
youth
workers
I
believe
after
probation,
they
are
just
slightly
below
midpoint
of
the
grade.
J
There's
probably
some
math
rounding
in
there,
so
they're
just
below
midpoint
after
that
probationary
period,
so
they're
being
brought
in
at
that
five
percent
below
midpoint.
After
their
six
months,
probation
they're
being
moved
up
to
midpoint
of
the
grade
and.
J
J
J
So
we're
there
at
midpoint
of
the
grade,
you
know,
there's
we're
pretty
restricted
on
on
what
we
could
do
to
do
any
increases
for
that.
Of
course,
you
know
we.
If
there
is
extremely
low
Staffing
in
any
of
those
areas
or
facilities,
we
could
potentially
address
trying
to
fill
those
vacancies
with
a
locality
premium
or
something
along
those
lines,
but
but
being
at
midpoint
of
the
grade.
That.
F
J
I,
don't
so
want
to
say
in
2019
youth
worker
series,
re-grading
process
and
those
were
moved
from
a
Grade
9
to
a
ten,
and
what
I
can
tell
you
is
that
in
that
youth
worker
series
and
tell
me
if
I'm
getting
this
wrong
from
the
HR
side,
that
they
are.
Typically,
they
go
from
youth
worker
one
to
youth
worker
two
after
a
year.
Is
that
correct.
D
J
No
I'm,
sorry
I'm
I
sh.
Let
me
rephrase
my
answer
so
the
correctional
officer
series
they
are
brought
in
at
five
percent
below
midpoint,
but
then
there's
that
locality
premium,
where
those
facilities
are
under
staff
that
we're
able
to
utilize.
That's
that
additional
5.23
per
hour.
When
you
look
at
the
the
base
salary
plus
that
locality,
that
is
what's
getting
you
to
that
50
000
at
the
correctional
officer,
entry
level.
So.
A
L
L
F
N
Thank
you,
Mr
chairman
I'd,
like
to
hit
on
the
locality
in
where
we
are
with
that
now
and
how
that's
being
utilized
and
what
locations
and
if
anybody
is
being
transferred
from
one
facility
to
another
to
fill
in
those
gaps.
N
O
J
Rodney,
who
is
here
with
us
yesterday,
I
know
that
he's
working
on
those
numbers.
It
is
a
very
short
time
period
that
we
have
right
now
with
these
increased
salaries,
so
I
know
he
was
going
to
do
sort
of
a
historical
look
back
on
retention
and
then
at
least
be
able
to
provide
some
numbers
as
far
as
what
we've
seen
so
far
in
the
most
recent
period.
P
Thank
you
good
morning
a
couple
questions
so
on
the
worker.
R
I'm
not
familiar
I,
know
the
term
Trooper
R,
but
I've
never
really
known
what
that
means.
What
what
are
the
benefits
of
this
R
series
of
bringing
back
retired
workers,
because
I
mean
we
can
hire
retired
workers
at
any
point?
There's
pension
implications,
but
what
are
the
benefits
of
that
program
specifically.
J
Do
you
have
more
of
the
I
can
I?
Can
we
can
definitely
ask
for
more
detail?
My
understanding
is
when
KSP
utilizes
Trooper
ours
is
it's
beneficial
to
both
the
agency
and
the
trooper
as
far
as
their
retirement
is
concerned,
for
them
to
come
back
essentially
on
a
contract
basis,
as
opposed
to
being
you
know,
sort
of
full-time
state
employees
so
to
speak
so
on
the
KSP
side,
I
believe,
that's
why
they
use
it
and
then,
on
the
DJJ
side,
it's
we've
framed
it
the
same
way.
J
P
Right
thanks
one
more
question
so
yesterday
at
Judiciary,
the
topic
was
kind
of
where
pla,
where
kids
are
being
placed,
and
we
don't
need
to
go
over
all
that
ground
again.
But
today,
in
talking
about
Staffing,
it
occurs
to
me
that
that
the
the
tough
position
that
DJJ
is
in
as
far
as
where
to
place
these
kids
in
compliance
with
all
the
statutory
requirements.
That
staffing
has
to
be
an
aggravator
of
that,
if
you
don't
have
enough
workers,
if
this
it's
impossible
for
you
to
give
an
exact
answer
here.
P
But
if
you
could
just
comment
on
it,
if
you
had
full
Staffing,
but
your
existing
brick
and
mortar
structures,
would
you
have
more
ability
to
place
kids
regionally
than
you
do
now?
I've
got
to
think
your
problems
now
are
a
combination
of
your
brick
and
mortar
structures
and
not
not
having
enough
staff
to
be
in
if
we
solve
the
Staffing
issue.
How
far
would
that
go
to
solving
the
placement
issue.
J
I,
don't
want
to
give
you
anything
definitive,
but
I
do
agree
that
it
is
likely
a
combination
of
both
I.
Don't
know
that
it
is
a
combination
of
both
in
every
facility.
It
could
be
that
certain
facilities
with
possibly
higher
populations,
May
struggle
more
than
other
facilities.
That
would
have
lower
populations.
J
But
what
I
can
tell
you
is
that
through
Senate
Bill
162,
there
was
allocated
the
1.75
million
for
us
to
be
able
to
hire
a
consultant
who
has
expertise
in
design
and
build
of
juvenile
facilities,
and
we
are
working
with
them
to
do
a
survey
of
all
of
the
detention
centers,
as
well
as
take
into
account
our
population
and
projected
population
of
Youth
and
really
have
them
give
us
their
take
on
what
is
the
best
practice
as
far
as
safety
is
concerned.
J
If
we
are
to
you
know,
house
various
levels
of
Youth
or
genders
of
Youth
in
in
one
facility
and
really
make
recommendations
as
to
how
we
can
accomplish
that,
and
so
we
we're
definitely
working
with
them
on
an
almost
daily
basis,
and
we
hope
to
have
something
very
soon.
That
can
give
us
a
better
sense
of
of
how
much
the
facilities
impact
that
return
to
Regional
could.
I
I
And
if
you're
talking
about
regionalization
under
the
old
system
that
existed
for
the
first
25
years
of
the
detention
system,
that's
one
thing:
if
you're
talking
about
regionalization
under
Senate,
Bill
162
that
contemplates
really
quite
a
different
system
and
that's
what
Miss
Norton
was
that
we're
studying
how
we
can
Implement
that
now-
and
at
least
in
my
mind,
I,
don't
think
we
know
at
this
point
what
a
full
Staffing
component
might
look
like
under
the
Senate
Bill
162
model.
That's
something
that
we
have
to
study.
I
We
because
it
will,
when
you,
when
you're
separating
within
a
single
detention
center
for
populations
that
will
necessarily
have
an
impact
on
how
you
staff
each
of
those
units.
So
I,
don't
think
we're
at
the
point
where
you
know.
When
we
talk
about
full
Staffing,
we
don't
really
know
what
that
will
be
under
a
fully
implemented.
Senate
Bill
162
model
in
my
judgment,
but
we're
we're
working
on
it
to
figure
all
that
out.
It's
just.
It
is
a
complicated
equation,
but
we're
we're
trying
to
develop
that.
A
Did
you
have
any
other
questions?
Name
it?
Okay,
I
do
have
a
question
secretary.
If
I
can
it
was
brought
up
yesterday
or,
ladies,
if
you
know
the
answer
to
the
question,
the
corn
fairy
study
that
chairman
Petrie
referenced
yesterday,
I've
heard
that
talked
about
a
number
of
times,
I've
heard
he
and
I
have
had
conversations
about
it,
and
he
mentioned
that
it
was.
He
spoke
yesterday
in
committee
about
how
it
was
due
in
September
of
21
and
we're
rolling
up
on
August
of
23.
I
A
Well,
as
chairman
Petrie
talked
about
yesterday
and
I,
don't
I
don't
want
to
put
words
in
his
mouth,
but
as
I
understand
it,
as
this
chair
understands
it
that
can
change
the
the
pay
scale
right.
I
A
Is
going
to
fundamentally
and
substantially
change
all
the
numbers
and
every
you
know,
even
the
funds
that
we
spent
this
session
for
the
Justice
cabinet,
where
those
positions
are
today
is
going
to
be
different.
Based
on
what
that
study
says,
they
need
to
be
adjusted
for
whatever
and
that
it's
going
to
change
the
math
or
not
change
the
math,
but
change
the
the
Solutions.
Q
I
A
Going
forward
unless
chairman
Elliot
or
I
wish
to
have
you
all
come
back
in
and
give
a
more
detailed
report,
I
think
I'm,
okay,
with
some
sort
of
written
report,
you're
not
paying
attention
to
this
agenda
on
a
regular
basis,
I'm
sure,
but
we
have
a
spot
for
agency
updates
on
every
one
of
these
agendas
and
AOC.
A
B
A
You
you
get
the
the
bullets
here
and
my
questions,
because
Katie
decided
just
I
was
going
to
pick
on
her
for
missing
the
meeting,
but
I
know
where
she
is
and
that's
fine
we're
glad
to
have
her
on
board
at
AOC
and
look
forward
to
having
her
before
the.
E
A
Part
of
the
Council
going
forward
I
wanted
to
highlight
something.
This
group,
you
all
have
talked
about
issues
that
concerns
have
been
brought
up
with
regard
to
the
fair
teams.
On
occasion.
One
of
those-
perhaps
the
most
outstanding
issue
I've
heard
talk
about-
is
the
attendance
and
tracking
of
attendance.
A
Your
report
here
that
you
have
in
your
folders
members
from
AOC.
If
you
look
at
the
third
bullet
they're
on
the
first
page
at
the
bottom,
that
second
bunch
of
arrows,
the
third
one
down
department
for
family
juvenile
Services,
has
has
developed
a
method
to
track
that
attendance
and
there's
actually
a
chart
on
the
flip
side.
A
When
you
turn
the
page
that
shows
that
attendance
for
2023,
I
guess
I
want
to
ask
and
Rachel
I
said
this
is
a
question
for
AOC,
but
it
might
be
a
question
for
Steve
on
behalf
of
County
attorneys,
not
that
he's
prepared
to
speak
on
behalf
of
all
of
them
everywhere
across
the
Commonwealth
or
Damon,
or
our
law
enforcement.
P
Yeah,
so
this
is
new
information,
so
I'll
answer
on
the
Fly
I
do
notice
that
the
the
reference
at
the
bottom
that
DPA
and
law
enforcement
have
increased
in
attendance,
so
I'm
very.
P
But
increase
to
that
low
low
number
is,
is
you
know
a
mixed
blessing
at
best
I
all
I
would
say
I'll
say
two
things
number
one
is
I'm
going
to
find
out
more
as
to
why
our
people
aren't
participating,
but
what
I've
heard
firsthand
from
our
people
when
this
topic
is
generally
discussed,
is
that
when
our
staffing
levels
are
are
suffering
and
an
attorney
that
should
have
or
an
office
that
should
have
10
attorneys,
has
seven
attorneys
things
like
Fair
team
drug
court.
That's.
A
And
if
I
can
go
to
bad
for
you
Damon,
this
group
also
didn't
get
the
benefit
of
the
very
real
situations
your
staff
are
facing
that
brought.
It
was
brought
up
yesterday
as
well
with
regard
to
the
reg
that
we
discussed.
D
A
P
I
think
there
were
44
yeah.
It
was
Jefferson
County
public
defender
that
has
44
juvenile
clients
in
a
day
or
but
then
other
clients,
most
or
other
yeah
other
clients
in
six
different
facilities.
And
so
so
one
attorney
in
Jefferson
County
has
clients
in
seven
different
facilities.
So
it's
it's
literally
impossible
for
them
to
visit
all
their
clients
and
do
their
job.
A
I
appreciate
you
checking
out
or
digging
into
that
further
sure,
but
that's
a
honest
to
goodness
predicament
that
the
DPA
is
having
to
deal
with
Steve.
You
have
any
feedback
on
County
attorney
attendance
rates
and
I.
Don't
know
if
you
have
the
benefit
of
the
of
the
chart
here
that
Rachel
has
provided,
but
it
shows
and
I
guess.
This
is
current
through
win
Rachel,
it's
2023
attendance
rates,
but
is
it
through
June
July
to
date.
A
E
Now,
Mr
chairman
I've
not
had
an
opportunity
to
review
that.
So
so
thank
you
for
the
opportunity
to
go
back
and
talk
about
that
it.
This
has
been
an
issue
that
we
have
discussed
at
all
of
our
training
and
have
stressed
over
and
over
about
the
importance,
attendance
and
and
how
that
is
being
tracked,
and
how
working
with
the
fair
team
in
a
collaborative
way
is
a
very
important
thing.
I
would
say
similar
to
Mr
Preston
that
right,
there's
it's!
E
You
know
when
you,
when
you're
dealing
with
the
volume
that
both
the
prosecution
and
defense
are
sometimes.
G
E
Is
a
duty,
it's
a
statutory
Duty
and
it's
one
that
we
need
to
be
able
to
meet.
Sometimes
that
takes
additional
resources,
but
we
are
making
it
a
point
of
emphasis
in
making
sure
that
everybody
is
aware
that
they
need
to
be
attending
this
I.
A
Appreciate
that
here
here's
what
I
propose
I'd
ask
both
of
you,
gentlemen,
to
do
what
what
you're
willing
to
do
here
and
and
go
back
to
your
groups
and
your
folks
and
your
staff,
and
and
talk
about
that
and
feel
free
to
report.
A
But
I
want
you
to
report
back
whatever
your
findings
are
I'm
going
to
reach
out
to
sheriff
Ward
our
law
enforcement
representative
here
on
the
council
to
ask
him
to
do
the
same
thing
on
behalf
of
the
law
enforcement
voices
on
these
councils
are
on
the
fair
teams,
rather
at
the
lowest
rate
at
23.7
percent,
but
I'd
also
ask
dcbs
chfs
and
the
reacts
to
go
back
to
their
shops
they're
at
just
shy
of
70
percent.
A
So
not
quite
three
quarters
of
the
time
but
they're
the
next
worst
bunch
here
in
the
in
the
chart
as
folks
see
I.
Think
it's
worth
revisiting
that
next
month.
If
you
all
can
come
back
and
tell
us
if
there's
something
else,
we
need
to
do
to
improve
upon
that.
A
A
Okay,
the
next
question
I
had
it
was
really
just
a
a
data
accuracy
question
you
guys
might
want
to
answer
this
instead
of
Rachel,
but
I'm
sure
Rachel
is
capable
here.
The
the
racial
disparity
charts
there
and
that's
a
chart
we've
seen
often,
but
there
are
no
dates.
I,
don't
know
what
the
range
on
this
is
on
the
the
top
of
the
third
page
there
or
that
I
guess
third
front
back
page,
but
the
second
page,
just
above
the
House
Bill
3
information.
A
And
then
one
other
question.
A
Back
on
the
first
page,
talking
about
the
number
of
complaints
and
the
fair
teams,
the
referrals
there,
it's
we've
got:
21
2
and
3
numbers
and
23
looks
to
be
maybe
more
than
twice
as
big.
Well,
maybe
I
don't
know,
but
certainly
on
track
to
beat
22.
A
P
E
K
D
K
This
room,
I'm
sure
thought
it
would
be
better
to
go
from
30
to
90..
I
have
two
questions.
One
is:
is
the
attendance
record,
the
reason
that
that
was
expanded
to
90
because
nobody's
showing
up
to
these
things?
No.
A
The
you
talked
about
that
fair
team,
the
change
there
in
House
Bill
3
yeah,
the
90,
was
the
number
I
came
up
with,
because
the
number
that
I
believe
Josh
Crawford
was
had
originally
proposed
was
a
30-day
time
limit.
A
Steve
Golda
talked
about
there
being
some
limitation
on
and
I,
don't
want
to
put
words
in
your
mouth
Steve.
She
tell
me
if
I'm
wrong,
but
I
there
was
a
limit
that
some
Fair
teams
weren't
acting
fast
enough
30
days,
was
the
proposed
number
and
I
thought.
30
days
was
pretty
short
for
some
Fair
teams,
and
so
I
suggested
90
as
a
alternative,
and
that's
what
made
it
in
so.
K
There's
no
correlation
to
this
dismal
attendance
that
some
of
these
participants
have
on.
A
G
So
for
prior
to
we
have
been
able
to
have
some
idea
of
attendance
and
a
manual
tracking
and
have
talked
previous
in
previous
years
with
dcbs
and
DPA,
and
you
know
other
the
partners
about
increasing
attendance.
We
shared
it
with
the
state
interagency
Council,
but
we
formalized
that
process
to
really
be
able
to
show
the
full
picture.
So
we've
had
General
conversations,
but
not
anything,
this
specific
to
be
able
to
guide.
G
A
R
Thank
you,
Mr
chairman
commenting
from
the
the
law
enforcement
perspective.
Has
there
been
any
contact
or
any
unified
voice
from
law
enforcement
about
this
entire
process?
I
I
would
venture
to
say
that
there
is
a
frustration
with
this
whole
process
and
that
many
in
law
enforcement
do
not
buy
into
it
because
of
the
issues
that
there
are
increased
issues
that
they're
seeing
in
our
school
systems
and
in
the
beginning
was
there?
R
A
A
A
The
law
enforcement
representative
has
gone
months
at
a
time
for
the
first
few
years,
that
particular
individual
went
months
and
months
and
months
maybe
sat
through
the
entire
two
or
three
years.
That
person
was
on
the
council
and
I
only
have
heard
him
speak
once
and
that
may
have
been
answering
the
role.
I
mean
it
sounds
silly,
but
they
never
participated.
Never
spoke
up,
never
offered
a
report
to
my
knowledge,
weren't
communicating
with
any
other
law
enforcement
groups
or
organizations
or
associations.
A
I
don't
want
to
throw
Sheriff
order
on
the
bus.
I
have
no
idea
whether
or
not
that's
happening
now
in
the
defense
of
whoever
that
person
is
that
person
may
or
may
not
have
contacts
to
those
associations.
They
may
have
to
start
and
create
those
contacts,
unlike
agency
heads
that
are
here,
you're,
the
boss
of
your
agencies
or
your
higher
up
enough
in
your
agencies,
you
can
communicate
that's
more
of
a
spread
out
Association.
A
A
I
I
think
it's
worth
bringing
yes,
yes,
ma'am.
G
If
we
have
participation
on
the
fair
team
of
the
law
enforcement,
with
the
percentage
that
you
see,
Senator
Carroll,
they
are
I
can
just
about
guarantee
highly
active
law
enforcement.
So
when
we
get
them
at
the
table,
they
are
vital.
They
have
helped
with
being
able
to
do
home
visits
and
wellness
checks
with
our
kids.
They
know
the
kids
better
than
most
because
they're,
as
you
said,
the
school
resource
officers
any
way
that
we
as
a
council
or
we
as
a
fair
team
or,
as
you
know,
the
CDW
program
can
work
to
do
that.
G
A
Might
be
worthwhile
to
bring
some
of
the
Statewide
associations
in
just
to
invite
them
to
this
Council,
even
if
they
don't
have
a
seat
on
it,
I'll
do
that
Senator.
Thank
you.
Yes,
Damon.
P
Can
I
just
ask
some
mechanical
question,
maybe
of
Rachel
or
others
that
know
so
in
in
local,
fair
teams?
You
know
what
my
office
sends
our
representative,
but
how
is
the
law
enforcement
representative
selected?
Does
the
team
select
someone
and
does
that
person
always
know
you're
the
person
you're
expected
to
be
here
yeah.
G
So
the
the
team
is,
is
the
entity
that
that
decides,
and
we
have
been
very
intentional,
to
providing
a
facilitating
coordinating
role,
but
the
team
are
on
the
team,
and
so
they
are
the
ones
that
would
that
decide
who
it
is,
and
then
our
staff
would
be
the
ones
that
helped
to
reach
out
and
oftentimes.
We
will
have
other
members
of
the
fair
team
help
us
keep
in
mind
also
that
our
core
designated
Specialists
that
provide
that
coordination
role.
G
A
I
tell
you
what
Rachel
I
I
wouldn't
mind
some
recommendations
for
some
of
those
voices
from
a
local,
fair
team,
even
if
they
have
to
attend
by
Zoom
to
these
meetings.
I
think
that'd
be
worthwhile.
D
H
They
are
working
with,
and
so
sros
are
generally
either
at
one
school
or
maybe
a
couple
of
schools,
but
so
how
would
you
navigate
that?
Where
the
SRO
would
really
be
the
one
that
would
have
insight
into
you
know
multiple
school
districts
or
multiple
schools
within
a
large
school
district?
That
kind
of
thing.
A
G
So
that
has
always
been
a
challenge
of
the
team.
Also
with
the
school
Representatives
I
would
also
say,
and
so
there
are.
There
are
two
sometimes
possibly
three
School
Representatives
that
sit,
and
that
is
where
it
really
comes
down
to
the
responsibility
of
those
members
and
and
our
staff
to
work
collaboratively
if
we
need
to
bring
in
other
representatives
from
those
Local
Schools.
We
do
that.
So
it
is
not
uncommon
for
us
to
have
a
situation
where
there's
a
school
resource
officer
that
doesn't
officially
sit
on
the
team
but
is
requested
to
come
in.
G
G
Well,
the
schools
don't
know
what's
going
on
or
law
enforcement
doesn't
know
what's
going
on,
but
if
they
have
someone,
that's
participating,
it's
their
role
to
go
back
and
also
share
information,
so
it
should
be
coming
from
a
couple
different
angles
from
us,
but
also
from
them
going
back
to
their
colleagues
and
making
sure
they're
aware
of
of
what
is
going
on
with
the
youth.
That's
that's
being
presented
before
that
team.
N
N
Folks,
that's
a
that's
a
to
me
kind
of
grates
on
me,
but
you
know
in
law
enforcement,
not
following
the
law
if
you
will,
but
if
we
could
do
a
uniform
process
where
they
might
be
selected,
whether
it's
through
our
school
resource
officers,
people
who
are
not
you
know,
know
the
subject
matter,
probably
better
than
a
street
Patrol.
N
You
know
and
and
do
a
uniform
across
the
board
process
for
selection,
whether
it's
a
letter
to
the
entities
and
then
you
get
feedback
back
and
then
they
could
make
a
process
from
those
that
want
to
do
it
because
I
I
tend
to
believe
there
are
law
enforcement
officers
that
want
to
do
this
and
some
have
bring
more
to
the
table
than
others.
N
So
if
we
could
look
at
something
like
that
and
make
it
sort
of
an
invitation
who
wants
to
and
then
the
fair
team
could
decide
and
then
secondly,
my
Pro
not
a
problem
with
Fair
team,
but
you
know
the
public
defender's
office
I've
had
a
contract
it
it.
There.
They've
got
a
lot
to
do
they're
on
every
board
team
and
they
should
be
I've,
always
advocated
their
presence,
but
I.
N
Also,
you
know
if
I've
always
wanted
a
member
of
the
private
bar
on
there
for
many
different
reasons,
because
remember
the
private
bar
kind
of
sometimes
brings
a
little
different
perspective,
they're
still
practically
we're
still
practicing
juvenile
law,
people
and
and
and
I
think,
if
you've
got
a
lawyer
once
again
interested
in
juvenile
work,
they're
going
to
make
an
effort
to
be
there
and
and
they're
in
the
communities,
because
they're
in
the
courtrooms
and
and
doing
this
kind
of
law,
so
I
think
we're
missing
out
in
assisting
the
the
public
defender's
office.
N
If
you
will
you've
got
prosecutors
in
law
enforcement,
then
you'd
have
a
private
bar
and
a
public
Bar
member,
so
I
think
that's
that's
pretty
fair,
but
I
think
solicitation
almost
for
the
entities
and
then
volunteers
who
wants
to
do
this
because
we
we
had
that
initial
pushback
with
drug
drug
teams,
record
teams.
But
now
we've
got
officers
that
are
in
there
and
taking
great
pride
in
the
work
they're
doing.
K
Miss
chairman,
if
you
don't
mind
and
then
Steve
you're
next
I.
K
I
was
kind
of
drawn
into
this
thing
this
this
area
of
of
what
we
do
through
you
know,
there's
so
much
problems
in
Jefferson
County
right
now
and
it
was
getting
really
close
to
home
in
my
district
and
so
upon
discovering
you
know
looking
at
what's
what
the
problem
is:
Senate
Bill
200,
sir,
was
you
know
heavily
criticized,
and
the
fair
teams
was
a
big
part
of
that
and
when
I
look
at
these
attendance
you
know
law,
enforcement's
not
showing
up.
K
County
attorneys
are
only
half
and
I
and
I
understand
why,
but
obviously
it's
not
on
their
priority
list
to
be
on
a
fair
team
and
I've
I
received
a
lot
of
criticisms
about
Fair
team.
So
my
point
is
hope.
Maybe
this
committee
can
for
people
like
me
that
are
catching
up.
Maybe
we
can
have
some
more
focus
on
what
the
fair
team
does
and
how
they
do
it
and
maybe
Rebrand
it,
because
maybe
you
know
from
what
I
I
hear
on
one
one
side,
how
great
it
is
on
the
others.
K
A
That
well
I
appreciate
that
representative
and
I
couldn't
disagree
with
you
more
with
respect
I'm
not
going
to
support
any
changes
to
a
multi-disciplinary
team
modeled
after
the
successful
drug
court
program,
when
three
critical
partners
aren't
there
as
much
as
they
need
to
be
there
and
it's
hard
to
hear
any
of
the
three
groups
criticize
particularly
law
enforcement.
It's
hard
to
hear
them
criticize
it
when
they're
not
invested
in
or
they're,
not
giving
it
a
try
in
the
first
place.
A
It
doesn't
change,
I
mean
you
can
Rebrand
it
call
whatever
you
want,
call
it
whatever
you
want,
Rebrand
it,
however,
you
want
to,
but
if
the
people
that
need
to
be
in
there
talking
about
what's
best
for
that
kid
aren't
showing
up
to
talk
about
what's
best
for
the
kid,
then
I
don't
know
that
it's
serving
its
purpose
at
all.
A
E
Thank
you,
Mr
chairman
I,
do
want
to
point
out.
There's
there's
often
when
Fair
team
is
discussed,
the
analogy
to
drug
court
is
is
made,
but
I
do
want
to
point
out.
There
are
some
very
key
differences
between
Fair
team
and
Drug
Court
drug
court
is
a
situation
where
it
is
already
in
court.
It
is
essentially
a
diversionary
program,
they've
taken
responsibility.
E
It
is
judicially,
LED
and
convened.
What
Fair
team
is
is
is
not
that
it
is
a
process.
It
is
something
that
is
not
judicially,
LED
or
convened
and
and
frankly
there
it's
somewhat
amorphous.
If
you
read
the
the
statute,
there's
a
list
of
people
that
are
on
it
and
then
there's
kind
of
a
a
kind
of
a
catch-all
for
other
agencies
that
might
want
to
be
involved
as
well.
E
So
it's
it's
a
somewhat
a
more
group
and
I
think
since
there's
a
some
quarters
of
of
clarity
or
or
lack
of
understanding,
of
what
the
purpose
of
what
a
fair
team
can
should
be
doing
so.
I
I,
just
think,
there's
and
I
know.
Aoc
has
done
a
lot
of
on
this.
Trying
to
get
with
stakeholders
make
sure
they
understand
I'm,
not
saying
there's,
there's
not
a
role
for
your
team
at
all.
I
think
I.
E
Think
Fair
team
can
be
a
very
important
and
useful
tool,
but
I
I
do
think.
There
are
some
very
key
differences
between
Fair
teams
and
Drug
courts
that
are
that
sometimes
get
lost
and
and
I
do
think
that
leadership
and
and
judicial
convening
key
is
is
huge.
A
Agree,
I,
Steve,
I,
appreciate
that
and
those
are
some
distinctions
there.
A
I
don't
know
that
they're
material
other
than
that
judicial
leadership
role,
you're
right
that
the
courts,
the
judges,
the
presiding
Court,
governs
the
the
drug
court
staff
meeting
having
been
on
drug
court
staff
team
myself
when
I
was
in
the
prosecutor's
office,
they
run
it
I
think
that
probably
would
help
the
attendance
but
I'll
remind
the
members
of
this
Council
who
weren't
here
for
the
Senate
but
200
drafting
the
judges
didn't
want
that
they
didn't
want
to
have
that
obligation
or
that
that
role
and
perhaps
because
in
part
as
as
you've
just
mentioned,
Steve,
that
it
is
pre
plea,
pre-court
process,
but,
of
course,
being
pre-court
process
was
part
of
the
design.
A
A
How
that
individual
that
human
being
is
is
succeeding
or
how
they're
not
succeeding,
and
what
can
be
done
as
a
group
of
services
and
agencies
and
organizations
to
help
that
person
succeed
into
a
court.
That's
certainly
led
by
the
judge
and
in
drug
court.
That's
certainly
post
plea
and
there's
some
accountability
there,
but
those
two
things
can't
exist
very
helpfully
in
a
pre-court
process
for
a
juvenile
that
we
are
trying
to
keep
out
of
court.
A
That
shouldn't
stop
the
group
of
people
and
professionals
around
the
table
for
being
able
to
talk
about
what's
best
for
that
young
person
and
what
can
help
that
person
succeed
and
to
troubleshoot?
Why
that
person
isn't
succeeding?
That's
the
objective
and
again
I.
Don't
care
what
you
call
it
I,
really
don't
care
I,
don't
care
as
long
as
as
long
as
there's
a
group
of
people
that
are
talking
about
what's
best
for
that
kid
and
they're
meeting
and
they're
trying
to
to
achieve
that.
L
For
the
AOC
of
the
40
I
think
you
have
46
percent
that
were
referred
to
court,
so
the
diversion
process
was
unsuccessful.
Do
you
have
any
information
on
what
makes
up
those
cases
typically?
Is
there
something
that's
common
amongst
those
cases
that
were
or
complaints
that
were
unsuccessful
and
ended
up
in
court.
G
Just
to
also
mention
that
we
want
to
get
out
to
the
council
the
guidelines
that
some
of
you
have
seen
that
that
we
developed
early
on
in
this
process.
So
you
can
see
the
scope
of
what
that
looks
like
for
the
fair
team
guidelines
and
I
say
that
Loosely,
because
again
it's
still
the
team
and
it
could
be
an
opportunity
to
look
at
how
that
may
work.
G
That
could
be
a
an
attorney,
a
private
attorney
and
then
to
just
also
say
we
will
draft
a
recommendation
for
you
all
to
look
at
on
how
membership
could
possibly
come
on
to
the
team
in
in
how
that
that
might
formalize
that
the
only
other
thing
I'll
just
drop
is
just
to
mention
with
our
foster
care
review
board
members.
That's
actually
an
official
appointment
by
the
by
the
the
chief
judge,
and
so
that
may
be.
The
judge
does
not
sit
on
those
boards.
G
But
it
is
an
appointment,
and
so,
if
you
wanted
to
for,
if
you
think
the
official
piece
is
something
that's
missing
from
this,
that
may
be
a
way
that
people
are
participating
because
they
feel
like
they
have
specifically
been
chosen.
It
could.
It
could
be
a
recommendation
coming
from
the
team
to
the
judge
and
we
could
formalize
that
process
as
an
option,
something
to
consider
that
could
be
changed
in
Statue.
It
could
be
changed
in
the
guidelines
if
that's
something
that
that
we
were
requested
to
do
so.
Just
wanted
to
mention
that.
Thank.
A
You
I'm
gonna,
go
ahead
and
ask
the
folks
from
youth,
Advocate
programs
to
come
on
up
and
while
they're
coming
up,
I
wanted
to
highlight.
I
got
a
helpful
text
message
that
house
bill
444
from
this
year's
session,
which
I
have
pulled
up,
which
the
governor
signed
gave
Personnel
an
extra
half
a
million
dollars
to
finish
it
and
set
the
November
1st
deadline.
So
I
don't
know
what
the
delay
has
been,
but
House
Bill
440
444
answers
the
question.
A
So
at
least
it's
it's
now
in
statute
to
have
it
finished,
though
it
looks
to
be
non-codified
language,
but
we'll
see
so
for
reference,
youth,
Advocate
programs,
Jamal
Crawford
and
Ashley
Randall.
Welcome
thanks
for
your
patience
for
that
tedious
discussion
before
now,.
Q
Thank
you.
Thank
you
all
for
inviting
us
and
allowing
us
to
present
and
talk
on
behalf
of
the
app
to
give
an
overview
of
the
services
that
we
provide.
I
miss
Senator,
mitchen
I
am
Jamal.
Crawford
I've,
recently
been
promoted
to
vice
president
of
Youth,
Advocate
Program,
so
oversee
the
Midwest
region,
and
then
I'll
have
Ashley
introduce
herself.
M
Q
All
right
so
first
to
talk
about
our
mission,
so
we
are
a
high
impact,
social
change,
non-profit
that
provides
community-based
alternatives
to
youth
incarceration,
congregate,
placement
and
neighborhood
balance.
Q
Q
We
provide
services
in
over
100
Urban,
suburban
and
Rural
communities
throughout
the
nation,
and
we
are
currently
in
34
states,
plus
DC,
actually
in
the
process
of
going
into
two
additional
States
Oregon,
as
well
as
Missouri
we're
going
there.
So
the
goal
is
Yap
will
be
in
36,
States
plus
DC
by
the
end
of
this
year,
to
talk
a
little
bit
about
our
population.
Q
As
far
as
the
the
kids
that
we
serve,
we
serve
the
highest
need
young
people,
I
mean
families
who
are
most
at
risk
of
out
of
home
placement,
so
working
with
kids
who
are
coming
out
of
secure
settings
such
as
youth,
prison
detention
facilities,
Etc,
congregate
care
such
as
residential
or
group
homes,
residential
treatment
facilities,
as
well
as
working
with
kids
who
have
violence
within
their
communities.
Q
So
back
in
2020,
as
we
all
know
that
in
2020,
that
was
the
time
that
covet
occurred,
but
that
did
not
stop
Yap
for
doing
the
work
out
into
the
community.
During
that
year,
we
actually
provided
services
to
over
16
000
families
in
a
little
bit
of
the
demographics
in
and
around
that
foreign
61
of
our
participants
are
male.
39
of
them
were
female.
Q
The
Staffing
structure
is
80
are
part-time,
so
those
are
Advocates
that
does
the
work
out
in
the
communities,
with
the
participants
and
with
the
families,
and
then
20
are
a
full-time
staff
all
right,
so
the
scope
of
the
services
that
we
provide
so
32
percent
of
the
services
we
provide
are
our
youth
Justice
work.
25
is
child
welfare
and
honestly,
that
has
increased
drastically
over
the
past
few
years.
Specifically
it's
during
covet.
We've
noticed
that
there
has
been
an
increase
in
the
utilization
and
need
of
child
welfare
services.
Q
Q
Sir,
so
we
in
Indiana
we
have
a.
We
provide
services
with
y'all
for
welfare,
so
those
youth
and
families
that
are
at
risk
of
out
of
home
placement
from
their
you
know
their
maternal
or
paternal
parents
and
families.
And
so
we
provide
advocacy
services
to
keep
them
in
the
home
to
kind
of
ensure
that
they
have
that
Foundation
structured
to
ensure
that
people
are
not
coming
and
taking
the
kids
out
of.
A
The
home
so
I
mean
an
attorney.
Does
that
mean
Council
no.
Q
A
M
M
Q
No
problem,
we
also
provide
Behavioral
Health
work
as
well
throughout
the
nation.
We
don't
specifically
provide
it
in
Kentucky.
The
services
that
we
are
specifically
providing
in
Kentucky
are
youth
justice,
but
Yap
provides
a
plethora
of
services
throughout
the
nation,
from
youth
Justice
to
child
welfare,
to
behavioral
health.
We
do
school-based
Services
as
well,
so
working
in
the
schools
with
the
kids
with
the
school
Personnel.
To
kind
of
you
know,
Advocate
kind
of
ensuring
that
they
are
working
to
get
their
grades
up
by
working
to
improve
their
School
attendance.
Q
Whatever
those
challenges
and
barriers
are
for
our
kids
and
families,
we
work
with
them
to
kind
of
ensure
that
they
overcome
those
barriers,
but
also
in
conjunction
and
working
with
other
members,
School
Personnel,
whoever
wraps
around
that
kid
and
family
to
ensure
their
success.
We
also
provide
anti-valance
work,
so
we've
been
doing
a
lot
of
violence.
Intervention
work,
that's
really
been
growing
throughout
the
nation,
so
we
do
provide
that
service
and
then
we
also
provide
other
services,
so
that
includes
working
with
kids
that
may
have
developmental
disabilities.
Q
Q
Adults
out
in
the
community
I'm
a
hundred
percent
of
our
work
that
we
do
is
out
in
the
community,
so
we
are
working
in
the
homes
with
them,
we're
working
in
the
schools
with
them
we're
working
in
the
communities
with
them,
and
we
are
about
meeting
them
where
they
are
so
I
want
to
go
and
talk
about
our
core
principles,
and
this
is
what
drives
you
have
to
do.
The
work
that
we
do
out
in
the
community.
Q
So
when
we
receive
referrals
So,
currently
we
are
contracted
with
Kentucky
Department
of
Juvenile
Justice,
so
we
can
receive
referrals
from
anywhere
from
the
diversion
side
up
into
kids,
who
are
committed
are
probated
to
the
Department
of
Juvenile
Justice,
so
any
of
those
departments
so
cdws
aocs,
Fair
team,
d-y-s,
DJJ
all
of
those
entities.
We
have
a
collaboration
in
partnership
with
and
if
there
are
any
referrals
that
they
feel,
that
would
benefit
our
services.
They
can
send
us
the
referral
for
us
to
initiate
contact.
Q
So
once
we
receive
the
referral
we
reach
out
to
the
participants
and
the
families
within
24
to
48
hours
of
receiving
their
referral
to
schedule,
an
intake,
my
goal
is
to
have
that
intake
scheduled
and
conducted
within
72
hours.
Realistically,
we
know
that
sometimes
there
may
be
barriers
such
as
schedules
with
the
parents
working
things
like
that.
So
realistically
we
try
to
make
sure
that
we
get
that
intake
conducted
within
the
first
week
during
that
intake.
Q
So
after
that
occurs,
the
program
director
will
assign
an
advocate
that
does
advocate
staff,
Advocate
kid
matching,
so
The
Advocate
that
we
feel
that
would
work
best
with
that
kid
and
that
family
we
identify
them
to
begin
providing
the
services
during
that
first
30
to
45
days.
The
kid
is
working
on
building
that
Rapport
building.
Q
That
relationship
with
the
advocate
and
vice
versa
in
the
process,
The
Advocate,
is
also
identifying
those
formal
and
informal
supports
that
can
wrap
around
the
kid
and
the
family
throughout
the
time
they
are
in
the
program
as
well
as,
hopefully
when
the
kid
gets
discharged,
because
our
kids
are
on
the
program
for
an
average
of
six
months.
So
we
want
to
be
able
to
set
them
up
work
with
them
to
ensure
they
are
successful,
but
also
ensure
that
there
are
resources
put
in
place
for
them
after
they
get
discharged.
Q
So
The
Advocate
is
always
working
on
establishing
those
Community
connections,
those
Community
Resources
throughout
the
time
the
kid
in
the
family
is
in
the
program
and
getting
discharge
so
as
they're
building
that
relationship
building
those
Rapport
identifying
the
wrap
around
supports.
We
then
have
a
cftm,
our
child
family
team
meeting
within
the
first
30
to
45
days,
bringing
all
those
wrap
around
supports
together
to
kind
of
identify,
whether
the
things
that
are
going
well,
because
we
are
strength-based
organization.
Q
So
we
want
to
identify
what
the
strengths
are
of
the
kid
and
the
parents,
but
in
addition
to
that,
we
know
that
they
were
referred
to
us
because
they
had
challenges.
So
we
want
to
address
those
challenges
as
well
and
then,
as
a
family
team.
We
want
to
come
up
with
interventions
to
work
on
with
that
kid
and
their
family
throughout
the
time
to
ensure
that
they
achieve
the
goal.
Q
That's
in
place
and
an
example
of
a
goal
that
I
would
give
is
say
if
there's
a
kid
that
is
having
some
struggles
getting
enrolled
into
school,
for
example,
but
not
enrolled
in
school,
so
say
we
would
need
the
parent
The
Advocate,
the
kid
School
Personnel
Board
of
Education
to
all
work
together
to
ensure
we're
making
the
steps
to
change
for
that
kid
to
meet
the
goal.
Q
Q
Q
So
once
we
establish
those
goals,
we
will
then
create
what
we
call
the
individualized
service
plan,
and
so
the
director
and
The
Advocate
will
work
together
weekly
to
kind
of
go
over,
whatever
goals
are
put
in
place
and
ensure
that
we
are
on
track
to
meet
those
goals
throughout
the
time
that
the
kid
and
families
in
the
program
anything
to
add
to
that
all
right.
F
Q
Our
next
one
is
focused
on
strengths,
as
I
mentioned
earlier.
We
are
strength-based
organization,
so
we
want
to
identify
the
strengths
in
our
kids,
I
mean
we
feel
that
identifying
the
strengths
in
the
kids
will
make
them
be
more
willing
not
only
to
buy
into
the
services
that
we
are
providing,
but
to
also
develop
some
type
of
self
social
skills,
some
type
of
self
realization,
as
far
as
identifying
and
understanding
what
they
are
good
at.
F
Q
And
because
oftentimes
our
kids
may
not
know
their
strengths
oftentimes,
they
may
know
it,
but
they
may
not
recognize
what
it
is.
So
we
work
with
them
to
kind
of
identify
and
build
upon
their
strengths.
Q
We
have
partnership
with
parents,
so
we
feel
that
it
is
imperative
and
important
that
our
parents
have
a
voice
choice
and
access
in
the
services
that
are
being
provided
to
the
kids
throughout
the
time
they're.
On
the.
Q
Feel
that
if
the
parent
doesn't
feed
in
or
buy-in
to
what
we're
providing
it
makes
it
more
challenging
for
us
to
ensure
that
we're
providing
the
quality
of
services
to
our
kids
throughout
the
time
they're
on
the
program
so
ensuring
that
they
get
a
say.
So,
what's
going
on
ensuring
that
we
are
communicating
with
them
the
services
that
we're
providing,
ensuring
That,
We're
looping
them
in
and
everything
that
is
going
on
with
their
child?
Is
we
feel
that
it's
very
imperative
in
the
success
of
our
kids?
Q
We
do
culture
and
linguistic
competence,
so
the
kind
of
touch
base
a
little
bit
about
that
we
do
zip
code
recruitment.
So
we
identify
Advocates
in
these
communities
where
our
kids
and
our
families
live
because
one
we
want
them
to
be
able
to
navigate
through
those
communities
know
where
the
safety
issues
and
safety
factors
are.
You
know
being
able
to
understand
where
things
are
located
at
as
well
as
being
able
to
identify
resources
that
can
be
supportive
and
helpful
to
our
kids
and
parents.
Q
Because
that's
what
our
end
goal
is,
you
know
we
do
the
do-4
do
with
insurance.
So
when
doing
four
doing
with
and
cheering
on,
we
are
not
only
kind
of
engaging
in
getting
those
resources
put
in
place.
We
are
setting
them
up,
so
they
can
also
identify
their
resources
that
they
can
do
in
addition
to
whatever
we
put
in
place
for
their
continued
success
after
they
get
discharged,
we
do
the
teamwork,
as
I
mentioned
earlier.
We
do
a
wrap
around
support.
Q
So,
informing
informant
supports,
come
together
to
work
with
that
kid
and
family
to
ensure
their
success.
Community-Based
care,
100
of
the
work
that
we
do
is
in
the
community.
We
have
unconditional
caring,
so
we
are
no
eject,
no
reject
organization.
So
any
of
the
referrals
that
are
sent
to
us
by
our
referring
authorities,
we
will
work
with
those
kids
and
with
those
families,
even
if
they
are
the
most
challenging
and
in
fact,
that's
kind
of
our
specialty.
Q
As
my
boss,
boss,
man,
Dave,
describes
it.
We
like
to
work
with
those
Superstars,
so
those
kids
in
those
communities
that
you
that
we
identify
yeah
he
or
she
could
use
the
help.
Those
those
are
the
kids
that
we
like
to
to
work
with
being
able
to
give
back.
So,
as
I
stated
before,
it's
the
due
for
do
with
and
cheer
on
that
we
do
with
the
kids,
but
not
only
are
we
instilling
all
those
resources
into
these
kids.
We
want
these
kids
and
families
to
be
able
to
give
back
to
their
community.
Q
So
if
it's
such
as
going
to
the
park
and
picking
up
trash
or
if
it's
going
to
be
the
homeless,
whatever
the
case
may
be,
we
want
to
ensure
that
they
are
doing
something
to
give
back
within
their
communities
and
then
corporate
and
clinical
Integrity.
You
know
we
leave
our
honest
and
we
take
what
is
it
the
fraud
very
seriously
oftentimes?
Q
We
may
have
staff
that
state
that
they
are
engaging
with
our
kids
and
families,
and
that
may
not
be
the
case,
so
we
have
different
systems
set
up
to
ensure
that
the
quality
of
services
are
being
provided.
We
have
a
monitoring
Department
that
reaches
out
to
our
kids
and
families
every
month
to
ensure
services
are
being
provided
and
that
it's
accurate,
Services
being
provided
as
well
as
our
program
director.
The
program
director
is
always
reaching
out
to
the
kids
and
families
just
to
kind
of
Ensure.
Things
are
going.
S
D
Q
Right
thing:
so
our
yep
rap
model,
as
I
stated
earlier,
we
match
individual,
individual
and
families
to
The
Advocates
who
serve
as
catalysts
for
the
change
as
well
as
connect
us
to
the
community
and
I.
Have
this
graph
I
wish
I
could
show
y'all,
but
it
has.
The
graph
has
the
youth
in
the
family
in
the
middle,
and
then
it
has
school
work,
community
and
home
all
wrapped
around
this
kid
and
family
to
ensure
their
success.
Q
All
right
so,
as
I
mentioned
earlier
about
to
do
for
do
with
and
do
on.
We
are
time
limited,
credible
trusted
Advocates,
so
continually
assessing
their
needed
level
of
support
so
as
we're
taking
the
path
of
their
success.
Ensuring
that
we're
doing
that
do
for
do
within
cheering,
though,
to
elaborate
a
little
bit
more
on
the
Catalyst
for
change.
The
purpose
of
that
is
to
help
our
participants
and
families
be
open
and
accelerate
the
pace
of
growth
and
change,
to
help
to
build
skills
and
unlock
potential.
Q
So
we
do
things
such
as
expecting
engaging
practicing,
educating
coaching,
modeling,
exposing
and
encouraging
and
then
of
course,
they're
connected
to
the
community.
You
know
we
want
to
work
on
getting
these
kids
connected
to
different
Community
Resources
and
not
just
the
kids.
Just
then
the
families
as
well,
because
Yap
doesn't
just
work
with
the
families.
I
mean
with
the
kid.
Q
You
know,
The
Advocates
can
provide
their
transportation
and
their
support
to
ensure
that
they
are
getting
to
those
places,
and
so
you
know
we
just
want
to
make
sure
that
we're
wrapping
around
and
ensuring
that
everyone
is
as
successful
as
possible
and
so
when
we're
connecting
them
to
the
communities
we're
connected
them
to
things
such
as
Civic
organizations,
libraries,
religious
groups,
Parks
and
Recreations
different
businesses,
Social
Services
schools,
Etc.
Q
All
right,
so
our
Yap
program
team
here
in
Kentucky,
consists
of.
We
are
in
the
process
of
actually
hiring
a
state
director,
as
you
all
may
or
may
not
know.
We
have
just
went
Statewide
as
of
July
1..
We
started
in
Lexington
and
Louisville
Jefferson
and
Fayette,
and
we
were
able
to
expand
into
McCracken
Hardin
County
Warren,
County
and
Christian
County,
with
a
conversation
about
starting
in
Davis
County
and
then
going
up
into
the
northern
counties
up
in
I.
Q
Think
it's
Benton
Benton
County
as
well
to
provide
those
Nationwide.
Services
I
mean
Statewide
services.
So
with
us
going
Statewide,
we
have
a
state
director
that
we're
going
to
hire
and
identify
that's
going
to
have
that
support
and
ensure
that
our
programs
are
successful,
as
well
as
ensuring
that
the
connection
and
the
communication
and
the
relationship
with
our
referring
authorities
continue
to
go.
E
Q
Our
program
directors
work
in
each
one
of
the
programs
within
our
counties.
They
provide
the
oversight
to
the
program
and
kind
of
ensure
that
The
Advocates
receive
the
quality,
supervision,
training
and
provided
the
quality
of
services
to
the
parents
and
the
kids
that
are
referred
to
our
programs
I'm.
The
assistant
director,
of
course
assist
the
program
director
in
ensuring
things
are
being
taken
care
of,
and
that
is
also
a
coordination
with
our
program
coordinator.
Q
That
does
work
as
well
out
in
the
community
and
we
have
an
administrative
manager
that
kind
of
we
call
them
the
face
of
the
office
they're,
the
ones
that
kind
of
Ensure
compliance
with
our
operations
and
with
our
contractual
obligations
and
just
kind
of
ensure
that
the
office
is
in
good
standing
I
mean
then
the
people
who
do
the
work,
the
ones
that
feel
on
the
ground
running.
M
Q
Advocates
those
are
we
the
most
important
role,
because
they
are
the
ones
out
here
in
the
communities
with
our
kids
and
families
engaging
with
them.
Q
So
as
far
as
who
we
hire
as
advocates,
they
can
have
anywhere
from
a
GED
to
a
PhD.
We
they
work
on
connecting
the
kids
and
the
families
to
local
supports.
They
will
implement
the
individualized
service
plan
that
is
created
for
them.
They
work
on
building
whatever
skills
they
have
to
maximize
them.
I
stated
earlier:
we
do
community
works
of
working
in
the
home
schooling
communities
we
meet
with
them
when
needed
time
dosage
So.
Q
Currently,
our
contract
states
that
we
are
providing
an
average
of
10
hours
per
week
to
our
DJJ
youth,
so
we're
seeing
them
an
average
of
three
to
four
times
per
week
and
with
our
diversion
youth,
it's
averaging
around
7.5
hours
a
week,
but
we're
still
seeing
them
as
well
about
three
to
four
days
a
week
available,
24
7.,
that's
a
good
one.
We
are
on
call
and
available
to
our
kids
and
to
our
families,
24
7..
Q
We
know
that
oftentimes
situations
happen
and
the
parents
might
easily
refer
to
calling
the
police.
Now
we
understand
that
if
it's
of
imminent
danger
to
themselves
or
to
others
police
need
to
be
notified,
but
if
it
is
something
that
can
be
de-escalated
without
police
involvement,
Yap
wants
to
be
a
part
of
that,
because
one
of
our
goals
is
keeping
these
kids
in
the
home.
Q
So
if
we
are
part
of
assessing
and
a
part
of
working
and
mediating
the
situation
and
creating
a
safety
plan
to
kind
of
ensure
that
if
this
situation
happens
again,
then
this
is
plan
a
that
you
go
to.
If
plan
a
doesn't
work,
here's
Plan
B
that
you
can
go
to
so
we're
trying
to
teach
them
to
be
self-sufficient
and
be
able
to
handle
crisis
situations
within
themselves
within
their
homes.
If.
Q
A
M
So
we
consider
lived
experience,
professional
experience
and
educational
experience
together.
A
lot
of
the
best
Advocates
are
those
that
have
overcome
some
challenges
in
their
life,
and
so
we
consider
all
of
that.
The
minimum
requirement
as
far
as
education
is
the
GED
or
the
high
school
diploma,
but
once
we
bring
staff
on
board,
we
complete
basic
advocacy
training.
We
also
train
all
of
our
staff
in
crisis
management
and
de-escalation
skills,
as
well
as
safety
planning
and
then
various
curriculum
that
we
Implement,
such
as
anger,
management
life
skills.
M
Things
like
that
our
staff
are
trained
internally
on
all
of
those
things,
as
well
as
trauma-informed
care
and
anything
else
that
may
be
necessary.
We
have
trainings
extending
from
everything
from
working
with
youth
with
autism
or
other
develop
developmental
disabilities
onto
just
you
know,
truancy
matters
or
things
within
the
home.
Strengthening
families
is
a
curriculum
that
we
have.
That
is
exactly
what
it
sounds
like
just
getting
to
the
root
of.
What's
going
on,
because
we
know
we
can
work
with
these
kids
all
day
long.
M
G
G
I
know
that
you
all
have
the
contracts
through
through
the
Department
of
Juvenile
Justice
here
in
Kentucky
is
it
is
the
model
always
to
where
it's
a
contractual
relationship
with
that
with
it
with
another
entity
or
is
there
non-profit
set
up
like,
for
example,
When
you
mention
the
emerging
adult.
Excuse
me,
chairman.
Just
to
put
this
little
plug
in
it.
That
was,
it
was
I
was
curious
about
that.
G
But
I
was
curious
of
it
from
the
adult
side
of
things,
obviously,
and
how
that
then,
would
you
even
do
a
referral
if
you
were
set
up
through
a
contact
contractual
basis,
so
I
guess
I
was
curious.
Are
there
models
that
operate
more
in?
That
sort
of
where
you
come
to,
for
example,
Frankfort
and
set
up
an
office
and
have
clients
come
in
and
out,
but
you're,
not
necessarily
a
contractual
only.
They
are
because
of
the
contract
with
an
agency.
Q
Yes,
so
we
have
a
program
in
Chicago,
they
call
their
CPS
Chicago
Public
Schools,
and
so
we
have
a
partnership
with
the
Chicago
Public
Schools.
So
in
the
we
have
a
summer
Works
program
that
we
are
currently
doing
there,
and
so
they
will
send
us
about
200
referrals,
and
these
are
voluntary.
So
we
as
the
Yap
workers,
are
responsible
for
going
out
into
the
communities
and
recruiting
those
referrals.
Q
So
it's
not
a
situation
as
to
where
they
are
court
ordered
or
they
are
designated
to
provide
the
service
because
of
the
referring
authorities
sending
them
to
them.
So
we
have
to
utilize
our
model
utilize,
our
best
practices,
kind
of
to
get
them
to
buy
into
the
services,
get
them
to
volunteering
for
us
to
provide
services
to
them,
and
it's
really
off
of
the
relationship
and
the
Rapport
that
we
build
with
them.
Q
We
utilize
that
a
lot
to
kind
of
get
that
engagement,
so
it
doesn't
have
to
necessarily
be
a
situation
where
they
receive
the
referral.
You
have
to
work
with
us,
your
order
to
do
so.
We
have
had
situations
where
we've
went
out
into
the
communities
and
told
them
about
our
program
and
ask
them
to
volunteer
to
be
a
part
of
the
program
to
kind
of
work
with
them
on
whatever
issues
and
challenges
they
have.
F
G
G
I
mean
your
own,
so
I
guess
I
should
say
in
the
sense
of
I'm
saying
this
wrong.
I
know
in
the
sense
of
you
have
you
have
an
office
set
up
and
you
have
clients
that
come
to
you
and
you
don't
charge
them
a
fee,
but
you
have
monies
coming
in
from
other
places.
It's
always
through
a
contract
with
some
entity
that
you
guys
come
in.
Q
Q
Our
core
components
so,
as
I
mentioned
earlier,
our
dosage
of
hours
is
anywhere
between
seven
to
ten
hours
per
week.
However,
we
have
a
range
of
hours,
but
anywhere
between
7
to
25
and
the
way
that
we
determine
that
is
just
depending
on
the
complexity
of
the
case.
Every
case
that
we
receive
is
individualized
based
off
of
their
needs,
their
strengths
and
their
interests.
So
if
there
is
a
higher
need
for
a
kid
more
than
you
know
another
kid
than
the
dosage
of
services
or
hours,
maybe
a
little
higher
based
off
of
the
needs.
Q
So
we
kind
of
assess
that
the
program
director
is
the
one
that
assesses
when
they
do
that
initial
intake
to
determine
okay,
this
kid
May
benefit
from
10
hours
a
week
versus
okay.
This
kid
May
benefit
from
20
hours
a
week
because
they
may
have
siblings
that
need
support.
They
may
have
parents
that
are
struggling
with
getting
to
the
store
getting
their
needs
met,
so
there
may
be
a
need
for
more
services
to
ensure
that
they
are
successful.
Q
As
I
stated
early
week,
the
contact
is
an
average
of
three
to
four
days
a
week.
The
length
of
stay
is
an
average
of
six
months
and
that's
not
to
say
that
if
a
kid
does
well-
and
you
know
in
four
months-
and
they
can
come
off
of
probation
or
whatever
the
stipulation
is
to
get
off
out
of
the
Yap
services.
Q
That
can
happen,
but
there's
also
been
cases
on
the
other
end,
where
maybe
that's
the
six
months
and
they're
not
doing
so
well,
and
they
will
benefit
from
continued
services
and
Yap
will
stay
with
them.
So
we're
not
going
to
be
like
in
six
months,
even
though
he
or
she's
not
doing
well
we're
going
to
go
ahead
and
discharge
them.
Q
We
always
communicate
with
our
referring
authorities
and,
if
there's
a
need
for
that
continued
service
and
support,
we
are
always
going
to
be
willing
to
stay
and
provide
that
to
them
the
services
that
time
most
needed
and
are
convenient
to
the
families
from
within
their
homes
and
the
communities
as
I
talked
about
earlier.
The
transportation
is
a
big
one,
as
well
as
the
24
7
Crisis
Support.
We
are,
we've
received
some
calls
at
one
or
two
o'clock
in
the
morning
and
have
been
there
to
deal
with
situations.
Q
Q
We
want
to
let
these
kids
know
that
we
do
support
them,
that
we
are
here
for
them,
even
though
they
may
have
hiccups
even
at
the
highs-
and
you
know
the
lows:
Flex
funding,
one
that
I
love
talking
about
this
Yap
has
yes.
Q
A
little
bit
sorry,
that's
all
right.
Yes,
sir
Flex
funding,
this
is
in
situations
where
say
if
there
is
a
family
that
is
facing
eviction
or
there's
a
family
whose
father
is
at
risk
of
getting
cut
off,
are
there
electricities
cut
off?
Are
they
need
groceries,
or
you
know,
just
those
different
type
of
situations
where
they
need
assistance
either
a
we
are
going
to
look
in
Community
Resources
to
provide
that
support
or
Yap
will
provide
that
support
themselves,
but
not
only
do
that,
we
will
provide
a
safety
plan
that
kind
of
assure
okay.
Q
We
pay
for
your
rents,
and
you
know
to
from
facing
eviction,
what's
the
plan
to
ensure
that
this
isn't
the
case
in
two
months.
What's
the
plan
to
ensure
that
two
months
later,
your
lecture
bill
is
not
at
risk
of
getting
cut
off,
so
we
want
to
provide
that
assistance
and
support,
but
we
also
want
to
ensure
that
they
are
set
up.
So
this
is
not
an
issue
going
forward.
Q
Q
So
I
want
to
just
talk
about
real
quick
about
our
outcomes
and
I'm,
going
to
allow
Ashley
to
discuss
this
because
I
know.
One
of
the
things
that
wanted
that
wanted
to
be
discussed
was
our
diversion
and
the
programs
that
we
did
around
diversion.
So
Lexington
had
the
ojjdp
contract
officer,
Juvenile,
Justice,
delinquency,
prevention
from
2018
to
2021..
Q
M
So
in
2019
we
served
28,
youth
23
were
male,
five
were
female,
16
of
them
were
African-American
five
Caucasian
three
Hispanic
and
four
biracial
out
of
the
28
youth
that
we
served.
24
were
successful,
meaning
that
they
didn't.
You
know
further
penetrate
the
juvenile
justice
system.
During
their
time
with
us
or
post
discharge
and
four
were
unsuccessful.
During
2020
we
had
24
participants.
Again
things
changed
with
covet.
It
was
a
little
bit
more
difficult
to
get
families
to
engage.
M
We
served
18
male
six,
female
12,
African-American,
five
Caucasian
three
Hispanic
and
four
biracial
youth
out
of
the
24
youth
22
were
successful.
Things
were
going
really
well
and
we're
coming
out
on
the
other
side
of
covid.
So
in
2021
we
actually
served
44
youth
in
Fayette,
County,
29,
male
15,
female
14
of
those
were
African-American,
nine
Caucasian,
11,
Hispanic
and
10
biracial,
and
out
of
those
44,
we
had
34
that
were
successful,
10
that
were
unsuccessful.
So
over
the
course
of
those
three
years.
M
Our
overall
data
reflected
that
85
percent
of
the
youth
that
we
served
were
successful
and
did
not
reoffend
post-discharge
from
receiving
our
services,
which
is
really
great
success
rate
for
us,
especially
you
know,
coming
through
covid
we've
continued
to
see
a
great
increase
from
2021
until
current
in
2023,
86
percent
of
our
youth
have
been
living
safely
in
their
communities
at
the
time
of
their
discharge
from
our
program,
26
of
families
had
a
decrease
in
open
child
protective
services
case
between
entry
and
discharge.
M
83
were
regularly
attending
school
or
had
graduated
with
their
diploma
or
their
GED
and
97
of
the
youth
were
not
convicted
or
adjudicated
of
any
new
offenses,
while
in
the
program
so
we've
seen
great
outcomes.
We
know
the
work
that
we're
doing
works
just
giving
these
kids
an
alternative
so
that
they
can
see
a
different
way
and
not
continue
to
go
that
path.
S
Thank
you
all
for
this
presentation.
I'm
very
familiar
with
the
app
I
believe
I
was
doing
some
work
with
the
CDW
office
when
the
program
first
came
here
in
Kentucky,
I
might
do
just
have
two
follow-up
questions.
When
you're
talking
about
young
people,
not
the
success
rate,
how
long
do
you
all
look
at
them
so
after
they
leave
your
program?
What
is
that
time
period
that
you're
measuring
the
success
rate
from
yes.
Q
Q
So
we
have
a
monitoring
Department
that
reaches
out
to
them
three
months,
six
months
and
a
year
post
discharge
to
kind
of
ensure
that
things
are
going
well,
that
the
resources
that
they
put
in
place
are
successful,
that
they're
having
further
penetrated
in
the
justice
system.
Things
like
that.
So
we
do
document
that
and
tally
that
up
as
our
outcomes
as
well.
S
Thank
you,
and
in
the
other
question,
is
more
of
just
a
an
Ask
really.
Can
we
get
a
copy
of
whatever
presentation
that
you
all
were
looking
at
and
then
I
would
be
interested
in
seeing
the
the
data
from
Jefferson
County
just
to
see
how
we
can
I
really
believe
in
this
program,
and
so
I
would
like
to
see
the
data
from
Jefferson
County
to
ensure
that
see
how
we
can
support
those
efforts
and
make
sure
that
you
all
have
what
you
need
to
support
those
young
people
there.
S
H
This
is
a
sounds
like
a
great
program,
so
thank
you
for
your
for
sharing
a
lot
of
what
I
heard
sounds
very
similar
to
some
of
the
efforts
that
our
family
resource
and
youth
service
centers
provide.
And
so
can
you
tell
talk
a
little
bit
about
how
you
might
interface
with
that
those
entities
in
schools
to
either
identify
youth
that
might
need
some
additional
support,
like
on
a
more
intensive
level
that
you
provide,
or
how
do
you
interface
interface,
with
the
the
first
coordinators.
M
Well,
we're
definitely
collaborative
and
we're
inviting
those
Partners
to
the
table.
We
have
those
Child
and
Family
Team
meetings.
It's
important
that
we're
not
duplicating
efforts
right
and
then
also
not
playing
a
game
of
who's
on
verse.
So
we
definitely
invite
them
to
those
conversations.
Keep
them
informed,
we're
very
active
in
our
youths
education.
So
we
attend
their
Arc
meetings
if
they
have
them-
and
you
know
even
just
conferences
at
school,
constant
communication
with
the
school
staff
and
also
some
of
our
programming
we've
had
school-based.
M
So
we
did
a
school-based
program
in
Fayette
County
for
one
year
and
we're
working
to
get
one
in
Davis
County,
and
so
with
that
we
were
able
to
provide
services
at
the
school
level
for
the
Youth
that
we're
not
yet
court
involved,
but
maybe
we're
at
risk.
So
we
attended
their
meetings
and
they
would
present
kind
of
like
a
school
Fair
team.
I
guess
they
would
present
us
with
you,
know,
kind
of
their
highest
knees,
kids
and
see
if
they
would
be
a
good
fit
for
the
program.
M
We
would
provide
the
services
at
the
school
level
as
a
like
pre
prevention
intervention,
and
so
those
youth
were
identified
by
the
school
resource
team
that
we
could
go
in
and
help
work
collaboratively.
Also
they
will
reach
out
to
us,
so
there's
only
so
much
that
they
can
do
throughout
the
school
day.
M
So
if
they
have
a
youth
or
a
family
that
they
feel
like
need
someone
to
go
to
the
home
check
in
and
see.
What's
going
on,
they'll
plug
Us
in
to
be
able
to
do
that
or
I've
even
had
you
know,
School
Personnel
reach
out
to
me
and
say
Hey,
you
know,
Johnny's
had
a
really
bad
day.
P
P
Is
your
vision
of
a
Statewide
system
being
that
you
will
gradually
open
new
offices
in
smaller
locations,
because
this
is
essentially
the
six
largest
counties
in
Kentucky
or
that
you'll
Branch
out
from
these,
like
McCracken
County
that
you'll
go
into
Livingston
County
and
Ballard
County
like
what
can
you
real
quickly?
What's
the
vision
for
going
from
where
you
are
to
a
true
Statewide
office,.
Q
P
Q
So
like
in
Fayette
County,
for
example,
there's
quite
a
few
counties
surrounding
there.
So
we
have
the
ability
to
work
in
those
surrounding
counties,
but
our
Hub
would
be
Fayette
County.
The
same
thing
will
apply
for
Kenton
County
up
in
Northern,
we'll
have
a
location
there,
but
I
know
there's
surrounding
counties
there
that
we
can
also
provide
services
to,
and
so
it's
just
kind
of
identifying
those
hubs.
But
we
have
the
potential
to
work
in
several
different
counties
that
are
surrounding
those
you're.
Welcome.
A
C
Go
first
of
all
on
behalf
of
a
couple
of
our
young
people:
Miss
Leandra
and
their
Quan.
He
wants
to
say,
wants
us
to
share
thanks
to
Senator,
Westerfield
and
representative
bratchett
for
one
listening
to
them
and
two
incorporating
what
was
heard
into
the
bill.
C
This
is
a
part
of
the
work
that
we
do
at
youthfield
Louisville.
We
are
championing
our
young
adults
to
be
great
citizens,
so
they
can
build
sustainable
communities.
C
That
and-
and
that
is
a
part
of
a
large
part
of
the
work
that
we
do
at
youth,
build
Louisville.
We
have
been
operated
in
Smoketown
for
20
years,
22
years
now,
providing
young
people
with
career
ladders
which
are
high
school
diplomas,
certifications
and
constructions
CNA
and
right
now,
Property
Maintenance.
C
We
are
also
serving
young
people
through
our
care
violence
component,
which
is
where
we
have
valence
Interrupters
and
Outreach
workers
working
directly
in
the
Smoketown
neighborhood
to
address
this
I
guess
pandemic
with
gun
violence
in
our
city,
which
is
proven
to
be
successful,
meeting
families
where
they
are
identifying
individuals
that
need
services
and
working
with
them,
whether
they're
court
involved
or
not
on
both
ends
the
prevention
and
and
bring
it
down
recidivism
by
engaging
these
young
people
by
providing
resources
that
remove
some
of
the
very
barriers
that
cause
perpetuation
of
the
activity
which
results
in
shootings.
C
We're
also
serving
young
people
from
age
13
to
18
years
of
age,
with
our
teen
empowerment,
which
is
where
they
identify
neighborhood
issues
and
work
to
develop
Solutions
and
provide
resources
to
address
those.
Currently,
they
are
working
on
a
project
to
provide
homeless
individuals
with
care
packages
and
food
and
other
resources,
as
well
as
working
with
individuals
and
helping
them
find
housing
resources
we
serve
at
youth,
build
have
a
variety
of
programs
designed
to
meet
the
needs
of
young
people
and
partner
with
JCPS
Friskies
serving
the
city
at
large.
C
So
this
means
that
we
are
serving
young
people
from
every
neighborhood
and
addressing
and
dealing
with
those
issues
on
a
day-to-day
basis
where
we
were
successful
in
graduating
this
year,
Alone
almost
50
young
people
receiving
certifications
in
high
school
diplomas.
C
We
try
to
disseminate
information
with
our
website
directly
to
you
guys
today,
I
don't
know
if
she
was
able
to
pass
our
leaflets
around
containing
links
to
additional
information,
so
our
care
violence
model
is
what
I
was
briefly
touching
on
with
the
valence
Interrupters,
as
well
as
the
Outreach
workers.
Every
time
we
provide
a
young
person
engaged
in
that
program
with
a
resource
or
an
opportunity
that
brings
down
their
risk
level.
So
risk
level
is
key
to
look
at
in
terms
of
young
people
becoming
successful
and
families
getting
what
they
need.
Oftentimes.
C
Those
things
are
linked
in
terms
of
what
we're
seeing
in
a
lot
of
the
other
data
and
numbers
which
you
know
I
don't
want
to
I
want
to
just
be
honest.
C
Those
numbers
are
Stark
in
terms
of
the
numbers
of
shootings
and
homicides
that
we've
been
experiencing
in
Jefferson
County
on
this
work,
what
youth
builds
doing
as
a
comprehensive
youth
service
organization
and
when
I
say
that,
basically
we're
trying
to
become
a
One-Stop
shop
to
meet
the
needs
of
the
area,
young
people,
which
is
providing
a
plethora
of
program
options,
because
one
size
does
not
necessarily
always
fit
off.
If
that
makes
any
sense
to
you
guys.
C
So
we
have
been
doing
this
work
intensively
with
through
the
pandemic
and
a
lot
of
other
things.
We're
learning
and
we're
also
growing
so
I
say
that
to
say
that
we
are
expanding
our
programming
to
try
to
meet
the
needs,
as
young
people
come
in
and
search
for
particular
resources.
C
A
C
So
so,
back
to
the
variety
of
programming,
we
are
actually
taking
care
of
almost
300
young
people
at
one
time
through
the
variety
of
our
programming,
from
the
care
balance
to
the
teen
empowerment
to
the
core
program
of
Youth,
build
where
we
provide
the
certifications,
High,
School
diplomas,
so
anywhere
between
250
and
300
people.
At
a
time,
so
our
programming
is
is
is
not
just
geared
to
a
one.
Specific
age
group
is
18
to
24
in
the
traditional
programming
13
to
18
in
the
teen
empowerment
program,.
C
The
team,
empowerment
and
the
Cure
balance
is
bigger.
However,
there
are
they
cross.
They
cross
an
intersect
because
some
of
our
young
people
are
18
and
are
eligible
for
the
traditional
programming
and
then
the
community
at
large,
which
is
a
nine
square
block
radius
that
we're
directly
responsible
for
that.
There
is
over
1600
young
people
in
that
community
that
we
serve,
but
when
I'm,
when
I'm
speaking
about
the
300
I'm
talking
about
who
I
actually
or
who
have
received
services.
C
Family
Resource,
Centers
csya
unite
us
of
those
platforms,
provide
us
the
court
system,
where
we
would
in
direct
relationship
to
our
efforts
with
recidivism.
We
provide
legal
fund
assistance
where
we
would
help
them
obtain
legal
counsel,
so
I'm
sorry
I'm
trying
to.
C
So
that's
those
particular
pieces
work
so
remind
me
of
the
question.
I'm
sorry.
C
O
C
My
ass
for
that
and
and
it's
probably
might
be
a
little
controversial
but
I
think
serving
a
predominantly
African-American
population.
There
is
a
lot
of
stigma
around
receiving
Mental,
Health,
Services
I.
Think
having
clinicians
that
look
more
like
the
population
that
needs
the
services.
I
also
believe
that
it
needs
to
start
out
on
group
services
and
move
into
Individual
Services.
C
Not
a
lot
of
mental
health
professionals
are
really
looking
at
doing
group
services
and
breaking
it
down
from
the
macro
to
the
micro
in
terms
of
getting
past
the
stigma
of
receiving
mental
health
services.
Along
with
you
know,
to
be
quite
honest,
a
lot
of
the
young
people
that
we've
worked
with
have
had
mental
health
services,
but
didn't
have
good
experiences
with
mental
health
service
providers,
us
mainly
in
Jefferson
County
having
one,
maybe
two
major
Mental
Health
doing
the
The
Lion's
Share.
C
A
That's
that's
helpful.
No
commissioner
I'm
glad
you
asked
that
question.
I
can't
say
that
I
know
the
stats
on
I,
don't
even
know
from
an
education
standpoint
whether
or
not
there
are
enough
minority
students
in
the
pipeline
for
those
positions.
A
I
almost
wish
that
that
our
joint
meeting
last
month
could
have
heard
that
same
testimony.
Yeah
Christina.
H
So
I
I
can
say
no
there's,
there's
not
enough
of
any
mental
there's,
not
enough
Mental
Health
Providers
period
And.
So
obviously
there
would
also
not
be
enough
providers
of
color
right
but
just
kind
of
to
piggyback
off
of
that
question.
H
One
of
our
staff
members
was
recently
on
a
team
with
with
other
folks
from
Behavioral
Health
earlier
this
week
at
a
national
Suicide
Prevention
Summit
particularly
focused
on
black
youth
and
so
I'm
very
curious,
because
I've
also
seen
some
pretty
startling
numbers
around
suicide
among
black
male
youth
in
particular,
and
so
I
wondered
if
you
have
any
comments
on
that
specific
aspect.
In
addition
to
the
substance
use
question
that
was
was
answered
there
well.
C
As
it
relates
to
black
youth,
suicide
has
has
most
definitely
been
on
the
rise
and
I
guess
from
a
traditional
sense.
When
you
look
at
suicide,
but
I
think
a
lot
of
the
behavior
associated
with
what's
going
on
with
this
with
this
gun,
balance
could
also
be
if,
if
you're
homicidal,
you
might
be
suicidal
Fairbanks
in
any
sense
to
you
so
I
would
I
would
have
to
say.
Yes,
the
trend
is
going
up
for
a
lot
of
different
reasons.
C
C
Traditionally,
there
were
a
lot
of
Youth
service
opportunities
for
young
people
and
those
things
steadily
decreased
from
maybe
year
2000
to
present,
we
are
seeing
a
re-emergence
of
some
youth
services,
but
probably
not
a
lot
to
well,
hopefully,
that'll,
be
it'll,
make
an
impact
and
kind
of
decrease
that,
as
young
people
get
things
to
do,
to
preoccupy
their
mind
and
kind
of
deal
with
a
lot
of
what's
happening
on
the
social
media.
End
of
of
things
is
really
I.
C
A
A
Yes,
sir,
the
next
meeting
is
August
25th,
Friday
August
25th
at
11
A.M
again,
commissioner,
if
you
could
have
your
folks
just
a
written
report
is
sufficient.
A
I,
don't
anticipate
the
need
to
have
anybody
testify
Rachel,
look
forward
to
the
additional
information
you're
going
to
have
in
the
aoc's
report,
our
three
folks
I'll
reach
out
to
sheriff
Ward
and
we'll
invite
Senator
Carlson
here,
but
he
had
to
depart
but
we'll
make
sure
law
enforcement
associations
are
invited
if
they
wish
to
be
here,
have
I
forgotten
anything
I
think
that's
it.