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
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
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
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)