Crime and Justice Institute at Community Resources for Justice

Comprehensive Program Review

- CJI -

October 21, 2011

Round II

Crime and Justice Institute at Community Resources for Justice

Crime and Justice Institute at Community Resources for Justice

Technical Assistance - Organizational Capacity

Justice Reinvestment, BJA Comprehensive approach to criminal justice reform by

supporting state and local policy and practice change Provide TA to county and tribal justice systems Participate in a national project steering committee

Public Safety Performance Project, Pew Center on the States Assist with developing and adopting sentencing and corrections

reform measures - AL, AK, GA, KY, OR, MO and SC Currently working in Georgia with the Governor’s Criminal

Justice Reform Council and in a limited capacity within Missouri CA Realignment Initiative and Evidence-based Strategic

Planning, NIC and PWF TA for strategic statewide implementation of EBP Held event in October with over 200 attendees

from over 40 counties; Governor attended

Program Highlights: A Few National Examples

Phase 1: Technical assistance (TA) to start the justice reinvestment process of engaging leaders and key stakeholders, conducting a comprehensive analysis of CJ data, and identifying strategies to reduce costs and increase public safety. CJI is providing TA to the following:– Johnson County, KS --- Santa Cruz, CA– Yolo County, CA --- New York, NY– Bernalillo County, NM --- San Francisco, CA

Phase 2: TA and funding to support the implementation of justice reinvestment strategies. CJI is providing TA and implementation support to the following sites:– Alachua County, FL --- Allegheny County, PA

Note: these are only the Round 1 sites; Round 2 funding came with the expectation to assist several additional new sites over the next 18 months

BJA Justice Reinvestment Initiative (JRI)

Efforts to implement evidence-based or best practices in our division and use metrics to document and improve performance Revising MMRs to address performance and incorporate additional

measures to show movement (or lack thereof) toward achieving SP goals

Creating improved reporting feedback loops to staff and making space to have open and transparent discussions about the findings

Conducting Participant Evaluations following every training, event, or meeting for which CJI was the coordinator and/or facilitator

Implementing Debrief Meetings and developed Close-out Protocols for each project to begin to build a consistent institutional knowledge-base and document lessons learned

Working in at least 3 new jurisdictions 4 new sites since March CPR presentation (JRI, Pew)

SP #1 Excellence - Progress

Training Evaluation (excerpt)

South Carolina Judicial Dept. Evidence-Based Sentencing Training, Oct 2011 “Crash Course” for Project Management in

Corrections

Poor Fair Good Very Good Excellent0

0.51

1.52

2.53

3.54

4.5

0 0

1

4 4

How would you rate the overall quality of this training?

Poor Fair Good Very Good Excellent0

0.51

1.52

2.53

3.54

4.5

0 0

1

4 4

Chart Title

Poor Fair Good Very Good Excellent0

1

2

3

4

5

6

7

8

0 01 1

7

How reponsive was the trainer to questions and comments?

Poor Fair Good Very Good Excellent0

1

2

3

4

5

6

0 0 0

5

4

How would you rate the quality of the ma-terials?

Progress (con’t) CS-CJI Collaboration: Evaluability Assessment

Strong foundation built; momentum gaining Using findings to clarify the model (prerequisite for evaluation) Identifying opportunities for monitoring treatment and performance

• Assessment tool• Routine reporting

SJS-CJI Collaboration: Begins Jan 2012 Have initiated discussions on agenda

Challenges Have submitted multiple proposals, but have yet to secure a ‘new’

research/evaluation related contract Constant need to generate future work in recently identified sites so they are not

limited to one-time contracts (often short-term initial contracts) Maintaining the necessary mix and level of skill sets to deliver

high quality products for each specific project, future initiatives, and the health of the division as a whole

SP #1 Excellence (con’t)

Secured 2nd direct contract with a tribal jurisdiction continuation funding for work with LLBO on current SCA

Juvenile Reentry Initiative)

Work with the Business Development Council has helped to open up thinking for and about collaborative ventures

Regular consultation from valued advisors has kept innovation at the forefront of our planning efforts Staffing, necessary partners and competencies, potential

funders to court, trends in the field, gaps in competitor services, etc

SP #2 Innovation - Progress

Making the investment in resources/time to nurture the creativity to develop new interesting concepts while trying to maintain high quality work on existing contracts

Have vetted several opportunities in tribal areas that we decided not to compete forCurrently re-examining funding trends, markets and topics

previously identified for competitiveness and likelihood of ROI

Breadth vs. Depth Debate: Entering into new markets where competition has more experience vs. building out more work within known expertise (or more organic extensions of that work)Which new markets do we have the best edge to compete in?

What is the right entry strategy?

SP #2: Innovation - Challenges

Progress Developed formal client satisfaction survey, protocols and

schedule for surveying funders and clients in FY12 at midpoint and endpoint of initiatives

Ongoing collection of unsolicited and/or anecdotal feedback from clients and funders

Challenges Budgeting internal resources and time to track and complete

surveys (not typically allowable within contract expenses) Timeliness of reporting Developing a system to track qualitative feedback in a more

organized and meaningful fashion

SP #3: Delighting Our Customers

Coming Home Resource Directory, User Satisfaction Survey, Sept 2011

Yes; 84%

Some-what, 16%

Do you think the print version is user-friendly?

Yes; 92%

Some-what, 8%

Do you think the website is user-friendly?

*N=13 for those familiar with the online version

# Respondents % of Total

Yes 19 100%No 0 0%Total 19 100%

Do you think the categories of resources in the Directory cover the majority of needed services?

Comments on the Coming Home Directory: “The directory is very useful for clients relocating to the Boston area… You do an

awesome job!”- Coming Home Directory User “Can honestly say that it’s a useful tool, {you} put a lot of research, time, and

thought into it. Kudos to whoever put it together because {you} have come as close as you can get to a ‘one stop shop’ of reentry resources” - Coming Home Directory User

Comments on SC Crash Course in Project Management in Corrections: “The training was very practical and directly associated itself through the

trainer, Mrs. Danford with sentence perform.” –Training Participant

Comments on the CS-CJI Collaborative: “You guys did a fantastic job on the presentation and with the collaborative

overall. It is really great to see the investment from various people and the willingness to work together in that group. I really believe that is because of the work that you have done. Thanks for all your hard work and perseverance you have shown working with all of us to help us get to the next level.” - Internal Client

Examples of Delighting our Customers

More targeted focus on training and shadowing opportunities Focus on content related training as well as technology and

software needs Using the CRJ Employee Survey Results with staff to troubleshoot

areas for improvement Preparing to conduct a likert organizational climate survey in

follow up to the CRJ Employee Survey to get more targeted information

Developing a divisional on-boarding process with various training and reference materials to create consistency of expectations

Conducting Participant Evaluations following every staff training, event, or meeting in order to be responsive to staff needs and topics of concern/interest

SP #4 Workforce & Workplace - Progress

Having a team with enough expertise and still enough versatility to move from initiative to initiative

Recruitment of skill and experience vs. grow/develop from within

Significant competition for small pool of qualified candidates Retention: We are fortunate to have dedicated, committed

employees, but their work-life balance is a real challenge to job satisfaction. This is a priority we are working to resolve together with staff.

Technology: With a virtual office, our usage of technology is essential to getting our work done efficiently and effectively.

SP #4 Workforce & Workplace – Challenges

Management Measures: Impact of Website,

Technology & Dissemination

In the last 6 months, our website has been visited 12,394 times; with visitors from 82 countries/territories A 56% increase from the six months previous (at 7,918 visits

came from 70 countries/territories) Our most popular download was the Supervisor Leadership Academy

(SLA) Curriculum, downloaded 264 times In the week leading up to our most recent conference held in

California, there were 364 visits to our website, 64 unique visits to the projects webpage, with 20% of traffic coming from California, and 7% of the traffic came from search engine results for “Gabriella Priest,” one of the coordinators and contact people for the California conference.

Management Measures: Tracking of Presentations,

Events & Publications 21 presentations, training, and events were held, and 11 articles or papers

were published in total in FY11. Examples include: Presentation to the Federal Probation Department on Evidence-Based Practices

Implementation ICRN event held in Baltimore, Maryland “A Multi-Site Evaluation of Reduced Probation Caseload Size in Evidence-Based

Practice Setting” published online by the U.S. Department of Justice Crime and Justice in Indian Country: A summary of talking circle findings and the Tribal

Law and Order Act of 2010, published by DOJ and posted on CJI website in July 2011As of FY12-Q1, 4 presentations, training, or events have been conducted

and 2 articles or papers have been published, examples include: Event on Collaborating For Change: A Statewide Probation Work Session held on

October 12-13, 2011 in Sacramento, CA Identifying the Predictors of Pretrial Failure: A Meta-Analysis, Published in the October

edition of the Federal Probation Journal, Kristin Bechtel

Progress Managing Associates getting more involved in leadership and business

development has helped to grow our less experienced staff and widen our network of contacts and potential business opportunities

Build out of training and assessment portfolio and other services that generate surplus

JRI Round II Funding doubled our budget; however, we will need to replace that in full in 18 months (potentially misleading trajectory)

Challenges Funding trends: Securing contracts that allow surplus-generation Inability to fully cover IDC generates deficits in all cost reimb. contracts Having enough qualified, skilled staff to maintain high quality existing

work, generate interest in CJI for new work, and be available to conduct and/or oversee the new work all at the same time

SP #5 Growth

FY12

$4M rev*29+ projects**

18 FT staff (inc. 8 off-site) + 3 part-time

interns

+ 2-4 new hires

Only 6.5% of CJI’s revenue provides support for MA work *down from 11%(FY11)

*FY12 Revenue does not include JRI R2 Funding: $2.265M for a total JRI Award of $4.5M over 2.5-3 years

(Approx 50% are pass-thru funds);

**29 active cc’s, with multiple s/t projects tracked in 1 place(FY11: 28 active cc’s, but 40+ contracts were completed)

Govt Contract 53%

Foundation32%

Pri-vate/Sub15%

Revenue Type (%)

Management Measures: Tracking of Business

Development Activities

20 proposal in total submitted in FY11, examples of successful proposals include: National Institute of Corrections-CA, Evidence-Based Strategic Planning-

California Statewide Expansion Public Welfare Foundation, Federal Prison Policy Project: Using data and

proven practice to reduce costs and improve effectiveness New York DCJS, Organization and Evidence-Based Practices Assessment South Carolina Judicial Department, Evidence-Based Sentencing Training

As of FY12-Q1, 8 proposals have been submitted, examples include: U.S. Probation and Pretrial Services Office of the District of North Dakota,

Administration of Evidence-Based Skills Assessment National Institute of Corrections and the Center for Effective Public Policy,

Evidence-Based Decision Making in Local Criminal Justice Systems

CRIME AND JUSTICE INSTITUTE

COMPREHENSIVE PROGRAM REVIEW

OCTOBER 21, 2011

SQA SLIDES ON HR AND FINANCIAL PERFORMANCE

Turnover Rate (3/11 – 8/11) Overdue Performance Evaluations

Data Obtained from HR’s Personnel Summary

March: 3 FTE; 0 PTE

April: 4 FTE; 1 PTE May: 3 FTE; 1

PTE June: 1 FTE; 1

PTE July: 2 FTE; 2

PTE August: 2 FTE; 2

PTE

Staffing

Number may repeat the same overdue evaluationLast CPR Turnover Rates: CJI =

20% CRJ =

18.9&

CJI CRJ Overall0%

5%

10%

15%

20%

25%

18.8%

23.4%

The following slides are included for reference only.More information can be found at

www.cjinstitute.org

APPENDIX

Provides nonpartisan consulting, policy analysis, and research services to improve public safety throughout the countryGoal of making criminal & juvenile justice systems more efficient and cost-

effective to promote accountability for achieving better resultsThrough capacity- and sustainability- building technical assistance, policy

analysis, research and program evaluation, and training and educational activities

National leader in developing results-oriented strategies and in empowering agencies and communities to implement sustainable systemic changeStrengths lie in our ability to bridge the gap between research, policy, and

practice in public institutions and communities, and provide data-driven, results-oriented recommendations

Crime and Justice Institute (CJI) at CRJ

CJI takes a broad view of public safety and the role we play in achieving positive change. We: Promote policies that support positive public safety outcomes Promote system change through evidence-based principles Provide capacity-building technical assistance Conduct action-oriented research and program evaluation Develop issue papers, policy briefs and recommendations Conduct forums and focus groups to initiate public dialogue Guide and facilitate public-private collaborations Conduct educational and advocacy activities Design and test new problem-solving models Promote prevention strategies, such as strength &

asset building approaches

Our Work

We work with a diverse group of

practitioners and policy-makers,

including corrections officials,

police, courts, and political &

community leaders, at the organizational

and system levels

Assess Strategize Implement Evaluate

System Assessment

Policy Development

Implementation Support

Quality Assurance / Evaluation

DisseminationBuilding

Capacity and Sustainability

of Client

CJI Technical Assistance

Cycle

Data-driven, evidence-based policies & practices

Our Approach: The Integrated Model

Evidence-BasedPrinciples

(content)

Model of service values coaching & mentoring while

providing technical and organizational assistance

with problem-solving & attention to

site specific needs

OrganizationalDevelopment

(internal strategy)

Collaboration

(external strategy)

• Criminal & Juvenile Justice Executive Leadership

• Law• Business Administration• Public Administration• Social Work & Social Welfare• Research• Public Health • Public Policy• Organizational Behavior• Health & Human Service

Management

• Commissioners of State Agencies• Attorneys; District Attorney,

Public Defenders

• State Ombudsman

• Treatment Providers

• Probation & Corrections Officers

• Social Workers

• Researchers

• Legislative Aides

• Educators

• Court Personnel

CJI’s Staff Backgrounds

Certified Evaluators in Correctional Programming Assessment Inventory (CPAI) Certified Administrators in 360 Degree Assessment Feedback Trainers in Results-Based Accountability Certified Motivational Interviewing National Trainer