Children and Youth Justice Center

What it reported doing in 2024

Ccyj manages six projects targeting youth justice system reform: the Washington state becca task force was founded in 2002 to help support schools, courts, and service providers in carrying out the intent and goals of the mandatory school attendance, children in need of services (chins), and at-risk youth (ary) laws, collectively. Known as the "becca laws." staffed by ccyj since 2008, the task force provides a forum to foster statewide collaboration between courts, schools, and service providers facilitate the initiation of research and training on the development and use of proven practice models to meet the needs and ensure success of youth and families before, during, or after a crisis and lead efforts in Washington state to ensure that adequate funding, accountability mechanisms, and efficient and effective processes for carrying out the intent and goals of the becca laws are in place. The becca task force meets monthly to review current research and best practices examine system outcomes and identify gaps in carrying out the becca laws identify issues requiring reform of the state's becca laws, policies, and practices and strategize and coordinate efforts among its members to promote the intent, goals, and outcomes of the Washington state becca laws. Since 2004, the becca task force also has co-hosted an annual conference in collaboration with a juvenile court and/or education partner. Conference attendees learn about current developments in becca-related research, law, and policy receive information and training on model programs and practices used in Washington and nationally and network with stakeholders and representatives from youth and family serving agencies. The linc (leadership, intervention & change) steering committee (formerly the suburban king county coordinating council on gangs (skcccg)) was convened by ccyj in 2011. The steering committee is a group of high-level decision makers from across king county including county officials, mayors, police chiefs, school district representatives, and community leaders. The steering committee was designed to break down the systemic and procedural barriers that dissuade cross-system collaboration, coordination, and integration. Multi-jurisdictional elected and appointed officials come together to promote a regional solution to the growing problem of youth violence in king county's communities. In 2013, the steering committee finalized and adopted its first comprehensive plan to reduce gang and group violence, and funding was obtained to advance its implementation. With a mix of public and private funding, implementation of the comprehensive plan continued, and beginning in 2015, included a multidisciplinary intervention team facilitated by ccyj. The intervention team was launched as a model that could be replicated throughout the king county region. In 2016, this work was expanded to include the city of seattle. Today, two geographically based intervention teams provide the infrastructure to coordinate existing community programs that serve shared clients. These teams include representation from mental health providers, law enforcement and court staff, school districts, social service providers, employment program staff, street outreach workers, and other community organizations. The linc intervention teams accept referrals from probation, school counselors, families, and community organizations and create coordinated service plans for gang/group involved and at-risk young people. The linc steering committee and linc intervention teams also work to increase awareness of gang/group violence and mobilize communities to improve outcomes for youth and families. In 2023, ccyj was awarded a contract with king county office of regional gun violence to serve as an intermediary for the regional peacekeepers initiative pilot to provide capacity building to five community-based organizations in king county working directly with youth and young adults impacted by gun violence. This

Financial Efficiency

• Mission deployment rate: 91.1%; rating input score 91
• Program expense ratio: 89.6%; rating input score 90
• Fundraising efficiency: $26.16 raised per $1 spent on fundraising; rating input score 66; 66th percentile among comparable filings

Transparency & Controls

• Consistency checks: 94.1%; rating input score 94; 23rd percentile among comparable filings
• Pay-setting controls: 4 of 6 controls in place; rating input score 67
  • Compensation committee: Missing
  • Independent consultant: Pass
  • Other Form 990s reviewed: Missing
  • Written employment contract: Pass
  • Compensation survey or study: Pass
  • Board or committee approval: Pass
• Foreign activity oversight: Limited
• Grant itemization coverage: Limited
• Major donor itemization: Yes; rating input score 100
• Related-party transparency: Limited

Accountability

• Independent voting board: 100%; rating input score 100; 63rd percentile among comparable filings
• Governance controls: 8 of 9 controls in place; rating input score 89
  • Conflict-of-interest policy: Pass
  • Whistleblower policy: Pass
  • Document-retention policy: Pass
  • CEO compensation review process: Pass
  • Other executive compensation review process: Pass
  • Form 990 shared with the board: Fail
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Pass
  • Independent financial-statement audit: Pass

Sustainability

• Operating margin: -2.1%; rating input score 26; 26th percentile among comparable filings
• Total-asset coverage ratio: 0.53; rating input score 19; 19th percentile among comparable filings
• Liabilities to assets ratio: 0.62; rating input score 16; 16th percentile among comparable filings
• Officer compensation ratio: 12.1%; rating input score 24; 24th percentile among comparable filings

Growth

• Program expense growth: 15.7% per year; rating input score 100; 79th percentile among comparable filings
• Revenue growth: 11.1% per year; rating input score 100; 72nd percentile among comparable filings
• Asset growth: 9.4% per year; rating input score 100; 56th percentile among comparable filings