Jeffrey G Hughes

The meeting agenda includes a report from the Superintendent and updates from the Department of Juvenile Services. The Board will address unfinished business regarding the removal of the August meeting from the schedule, receive reports from the legislative, standards, and climate and safety subcommittees, and deliberate on the academic calendar for the 2026-27 school year.

This strategic plan outlines the Maryland Department of Juvenile Services' direction to transform young people's lives, create safer communities, and foster more equitable systems through community-based partnerships. It is structured around four core goals: improving public safety, enhancing youth outcomes, building partnerships, and achieving organizational excellence. These goals are supported by eleven strategies that focus on targeted resource allocation for high-risk youth, intensive interventions for gun violence, delivering meaningful programs, early re-entry planning, comprehensive community investment, prioritizing youth and family voices, broadening restorative justice opportunities, right-sizing spending and space, continuous employee learning, implementing technology solutions, and eliminating bureaucratic inefficiencies. The plan aims to achieve successful youth, safer communities, strong leaders, and sustainable partnerships.

This document serves as the Fiscal Year 2025 Data Resource Guide for the Maryland Department of Juvenile Services, providing an overview of operations and performance data. It fulfills statutory reporting requirements for the agency's comprehensive juvenile services plan and details juvenile recidivism rates. The guide aligns with the Department's strategic vision of achieving "Successful Youth, Safer Communities, Strong Leaders, Sustainable Partnerships" and its mission to transform young lives and create equitable systems through community-based partnerships. Key strategic goals outlined include enhancing public safety by focusing on high-risk youth and gun violence prevention, improving youth outcomes through effective programs and re-entry services, fostering robust partnerships, and striving for organizational excellence via optimized resource management, continuous staff development, technological integration, and bureaucratic efficiency.

The meeting included an update on the transition of staff and budget to the Department of Juvenile Services. Discussion topics included the use of instructional packets for quarantined youth, the expansion of post-secondary and internship opportunities, and the review of a SWOT survey to guide future board goals and vision. The Board approved an updated Education Transition Planning Policy which incorporates specific procedures for student course placement and monitoring. Additional reports covered IT infrastructure updates, HR staffing status, and facility-specific operational updates.

The document outlines the Maryland Department of Juvenile Services' Comprehensive Treatment Model, which encompasses a structured process for identifying youth strengths and needs, implementing tailored treatment services, and tracking progress. Key components include developing individualized treatment plans, setting goals and hours, and offering various therapeutic interventions such as DBT skill training, trauma treatment, CBT, and family sessions. The model also emphasizes systematic review of treatment progress and a clear transition process, including reentry planning and fostering community connections.