Comprehensive Program Review

- CJI -

December 6, 2013Round V

Crime and Justice Institute at Community Resources for Justice

CJI Demographics

Staff 20 FTE, 1 PTE, 1 PT Student Intern Across 12 different states

Work 24 different funded projects (internally and externally) 15 states with multiple sites within each state (from

here in Boston down to Alachua County, FL and over to Honolulu, HI)

Funders 21 different funders

Challenges We Face

Project/Work Highlights

The projects/work highlighted advance CRJ’s Strategic Plan Goals:

ExcellenceInnovationDelightWorkforceGrowth

Pretrial Technical Assistance Work

Efforts have been made to grow our experience and capacity, including: Published two pretrial system assessment tools,

Creating an Effective Pretrial Program: A Toolkit for Practitioners and a brief on ACA and pretrial

Provided technical assistance and/or training in several counties in California Implemented small and large pretrial trainings for system stakeholders across

California

Future directions include: Conducting a cost-benefit model Expanding pretrial training options Strengthening critical and strategic partnerships Supporting communities of practices

Excellence

Pretrial Technical Assistance Work: New York State

OPCA passed pretrial standards in 2007, but NY has no information as to if they are being adhered to

CJI will provide technical assistance to measure the scope of pretrial services across New York State Survey Probation Directors, ATI program leads, Pretrial Supervisors, Judges Facilitate focus groups detailing survey results and to discuss areas of

improvement

CJI will convene stakeholders to develop a statewide action plan

Excellence Continued

Social Justice Services Collaborative

Effort to align SJS services with EBP (Operation Integrate) Trained SJS staff in EPICS (3 day classroom course, followed by 5 months of

coaching in partnership with UCCI ended in November) Provided a training on EBP and Action Planning Toward KPIs for SJS PD/APDs

and equivalents from Dismas Charities Engaging Brooke and McGrath houses for continuous learning and

improvement process that will include assessment, (Correctional Program Checklist) action planning, and implementation support

Strengthening intra-agency relationships and integrating efforts toward desired outcomes

Excellence Continued

Community Strategies Collaborative

Data Quality Improvement Routine reporting Data system exploration Data trainings

Preparation for an Outcome Evaluation Implementation of a standardized assessment tool Conducting a process evaluation

Excellence Continued

Pew Juvenile Work

Two current states (Hawaii and Kentucky) and four CJI staff Georgia was the first Pew juvenile state last year; built on adult reforms Work collaboratively with the Pew Charitable Trusts

Three phases: Data/research analysis, policy recommendations, and legislative session Technical assistance provided to high level Task Force/Working Group

throughout all three phases Overarching goals of:

Improving public safety, controlling corrections costs, and holding offenders accountable

Excellence Continued

Annie E. Casey Foundation Juvenile Work

Moving into the deep end of the system, building on experience with JDAI and EBP

Supporting implementation after juvenile policy reforms in Georgia

Funded to: Develop training and system assessment tools Provide capacity building technical assistance

Excellence Continued

RNR Simulation Tool

Web-based decision support system to help improve individual and system outcomes

Three Portals: Assess a program Assess an individual Assess jurisdiction’s capacity

CJI’s role will be implementation and technical assistance Santa Cruz, CA San Francisco , CA

Innovation

Soaring II

Web-based EBP training Five Components

Risk-Need-Responsivity Motivation and engagement Case planning Problem solving Desistance

Skill Enhancement CJI will train probation staff to be “coaches” Coaches are responsible for scoring narrative responses and observing

officer and offender interaction for alignment with Soaring II curriculum

Innovation Continued

Innovation Continued

Jail Projections Model

Developed using Bureau of Justice Assistance funding through Justice Reinvestment

Developed for Johnson County Kansas but is applicable to other jurisdictions

The Model is: Designed to provide a tool to the jurisdiction to assess the impact of policy

options on the jail population Allows the user to enter up to 10 policy areas and then measure the impact

they will have on jail populations.

Jurisdictions will need some basic data to enter into the model such as jail population, average length of stay of releases over 12 months, etc

Innovation Continued

Jail Projections Model

Client Satisfaction Surveys

CJI continuously strives to improve the services we provide

8 contracts have closed between April and September: Yolo County Realignment Assessment: 50% RR; 66% Good/Excellent

“We were very impressed with the quality of the CJI report. The report was robust and very specific to Yolo County and our needs. We look forward to continuing our relationship with CJI.”

Institutional Corrections Research Network Meetings: 50% RR; 100% Excellent “CJI was fantastic! We had a difficult conference with evolving weather conditions,

so multiple people needed to be rerouted through different airports or had flights changed. The CJI staff handled it with poise and complete professionalism. Their assistance in the lead-up to the meeting was also invaluable.”

Johnson County, Justice Reinvestment Phase 1 Site: 100% RR; 100% Good/Excellent

Delight our Customers

Unsolicited “Delights” Coming Home Directory:

“Thanks for the book! Great Job to all involved! Not an easy task!”

Pew – Oregon Team: “It was an amazing effort that put on full display the talent and commitment of

everyone on the project, as well as the pretty awesome power of our approach. We fought fire and fiction with grace, guts and graphics! Congratulations again on a tremendous victory that really does put Oregon on a path to more public safety and less cost.”

CSAC/Pretrial Justice Institute: “I am so impressed with you, your work, professionalism, etc. thank you for making

me look good and taking some heat. You rock!"

Delight Continued

On-boarding of New Staff

Workforce

Creation of the Administrative Coordinator position encouraged facilitation of the on-boarding process

Historically has not been a centralized process

Currently, formal process in place, organized by the Admin Coord and includes: Dedicated time to review CRJ and CJI policies, procedures, and culture

Formal introductions to new staff, which includes scheduled time with each existing employee to foster the working relationship

Tracking system to ensure all new employee needs are met

Project Performance

To help build institutional knowledge and reduce the need to “reinvent the wheel”, CJI has implemented Project Performance A living archive of the project on the VPN Equally distributes tasks between the project lead and CJI administration Creation of a contract summary form and a project closeout form Use of mid-point and client satisfaction surveys to receive feedback

Policy was piloted with three different projects and implemented CJI-wide FY14

Need for improvement: Rolling out new policy takes time!

Workforce Continued

• NAPSA (New, rate)- Pretrial Research and Training for $22,525• Contra Costa County (New, rate)- Pretrial Assistance for $99,974• Casey Foundation (New)- Casey State for $125,000• NIC (New, cost reimbursement)- Pretrial Training for Stakeholders for $70,000• BJA (New, cost reimbursement)- Field Initiated Innovation (Administrative

Segregation) for $399,244• JBS International (New, deliverable)- SAMHSA Steppingstone for $9,000 • Shaw Foundation (Renewal, flat fee) – Coming Home Directory for $25,000 • Shaw Foundation (Renewal, cost reimbursement) – SJS/CJI Collaboration for

$50,000 • Essex County (Renewal, flat fee) – Promotional Exams for $15,000 • Casey Foundation (Renewal, rate)- Casey JDAI for $40,000• NIC (Renewal, cost reimbursement)- ICRN4 for $90,000• GMU (Continuation, rate) – Organizational Intervention for $93,085• Casey Foundation (Continuation, rate)- Casey2 Training for $71,783

Growth

Growth Continued

QuarterProposals

VettedProposals Submitted

Awards Received

July-Sept ’12 10 10 7

Oct-Dec ’12 14 8 4

Jan-March ’13 34 10 4

April- June ‘13 21 11 6

Totals for FY13 79 39 21

Challenges We Face

1)Surplus challenges Most CJI contracts do not generate a surplus

2)Creating a sense of “team” across multiple sites Staff in 12 different states working on a variety of different

projects Transferring skills/shared knowledge

3)Timely performance reviews Enhanced protocol in place, but still perpetually late

4)Marketing and disseminating our work Staying competitive, and generating new exposure/interest

Creating a Surplus

62%32.2%

5.5%

FY14 Budget by Revenue Type

Gov't ContractFoundation/GrantsConsulting

STAFFING

Staff Turnover RatesPerformance EvaluationsStaff Training

STAFF TURNOVER RATES10/1/2012-9/30/2013

12.0%

37.7%

27.2%

31.3%

36.4%

29.8%

CJI SJS CSMA CSNH CSCT Overall- CRJ

CJI SJS CSMA CSNH CSCT Overall- CRJ

Last CPR, CJI’s Turnover Rate was 19.2% compared to the Overall CRJ rate of 26.1% (October 2011 – September 2012)

Data obtained from HR Turnover Reports

OVERDUE PERFORMANCE EVALUATIONS April 2013 - September 2013

Data obtained from HR Department & HR Personnel Summary

STAFFING

Last CPR, 5 FTE Performance Evaluations were overdue as of September 30, 2012.

Overdue Performance Evaluations as of 9/30/13

FTE PTE

CJI 3 0

Data obtained from HR Reports and CJI Strategic Planning Tracking

STAFF TRAINING HOURS

April May June July August September Total

0 0 3.75 0 3.75 8.5 16

51.510

187.5120

0 48.5

417.5

E Training Hours Other Training Hours

A total of 433.5 training hours completed. Last CPR, a total of 108.75 training hours reported (April 2012 – September 2012)

CPR ACTION PLAN

• Development of marketing products • Timely submission of performance evaluations • Continued expansion of RFP search process