Options Alignment with Strategic Social Benefits Social Costs Objectives Option 3: Strong alignment with Significant social benefits to Opportunity cost in high Single objectives through a new, young people by providing a upfront capital investment ‘Purpose- purpose-built facility, contemporary through-care and social impacts of Built’ Secure including the chance to model unemployment (partially Detention redefine the custodial youth offset by benefits of However, these benefits will Facility (new justice model, resulting in alternative employment) not be fully realised by those facility or enhanced rehabilitation and individuals who cannot Rehabilitation outcomes for completely safety for residents and staff readily access community young people at AYDC could rebuild However, a single facility will services and effective be undermined in the short AYDC) not address the geographic through-care support term as facilities are distance issues experienced refurbished, limiting the Job creation in Hobart or by some residents or provide range of programs and Launceston a full through-care approach services able to be provided for young people who are on site not based near the facility, regardless of whether it is located in Hobart, Launceston or Deloraine It may be difficult to overcome cultural resistance from longstanding current AYDC staff to redefining the service delivery model Option 4: Strong alignment with Significant social benefits Very high opportunity cost Two objectives through new, from full implementation of due to upfront capital ‘Purpose- purpose-built facilities in the therapeutic and investment, efficiency loss in Built’ Secure two major Tasmanian cities, through-care approach operating three facilities Detention using a through-care during the transition phase, Job creation in Hobart and Facilities (in approach and social impacts from Launceston Hobart and unemployment (partially New facilities offer the Launceston) offset by benefits of chance to completely alternative employment) redefine the custodial youth justice model, resulting in enhanced rehabilitation and safety for residents, staff and the community Page 64
Options Alignment with Strategic Objectives Social Benefits Social Costs Option 3: Single ‘Purpose- Built’ Secure Detention Facility (new facility or completely rebuild AYDC) Strong alignment with objectives through a new, purpose-built facility, including the chance to redefine the custodial youth justice model, resulting in enhanced rehabilitation and safety for residents and staff However, a single facility will not address the geographic distance issues experienced by some residents or provide a full through-care approach for young people who are not based near the facility, regardless of whether it is located in Hobart, Launceston or Deloraine It may be difficult to overcome cultural resistance from longstanding current AYDC staff to redefining the service delivery model Significant social benefits to young people by providing a contemporary through-care model However, these benefits will not be fully realised by those individuals who cannot readily access community services and effective through-care support Job creation in Hobart or Launceston Opportunity cost in high upfront capital investment and social impacts of unemployment (partially offset by benefits of alternative employment) Rehabilitation outcomes for young people at AYDC could be undermined in the short term as facilities are refurbished, limiting the range of programs and services able to be provided on site Option 4: Two ‘Purpose- Built’ Secure Detention Facilities (in Hobart and Launceston) Strong alignment with objectives through new, purpose-built facilities in the two major Tasmanian cities, using a through-care approach New facilities offer the chance to completely redefine the custodial youth justice model, resulting in enhanced rehabilitation and safety for residents, staff and the community Significant social benefits from full implementation of therapeutic and through-care approach Job creation in Hobart and Launceston Very high opportunity cost due to upfront capital investment, efficiency loss in operating three facilities during the transition phase, and social impacts from unemployment (partially offset by benefits of alternative employment) Page 64