1. EPIC The Best is Yet to Come
Evidence Based Practices Implementation for Capacity
The Best is Yet to Come
Justice Assistance Grant (JAG), Grant No SU-B9-0020
This project was supported by Grant No SU-B awarded by the Bureau of Justice Assistance. The Bureau of Justice Assistance is a component of the Office of Justice Programs, which also includes the Bureau of Justice Statistics, the National Institute of Justice, the Office of Juvenile Justice and Delinquency Prevention, and the Office for Victims of Crime. Points of view or opinions in the document are those of the authors and do not represent the official position or policies of the United States Department of Justice. The State values the individual diversity of all employees, applicants, volunteers, and citizens. The State does not discriminate on the basis of disability, race, creed, color, sex, sexual orientation, religion, age, national origin or ancestry.

2. 2007 Formation of the CCJJ House Bill 07-1358 Bi-Partisan Support
REPRESENTATIVES Carroll T., King, McGihon, McFadyen, Weissmann, Buescher, Carroll, M., Cerbo, Kerr A., Stafford, Todd, Casso, Gallegos, Gardner B., Jahn, Levy, Madden, Marshall, Pommer, Roberts, Stephens, Borodkin, Kefalas, Labuda and Gibbs;
SENATORS Gordon, Bacon, Groff, Isgar, Kester, Morse, Penry, Shaffer, Tapia, Tupa, Boyd, Spence, Tochtrop and Williams

3. EPIC The Largest Justice Assistance Grant ever funded
Evidence-Based Practices Implementation for Capacity
The Largest Justice Assistance Grant ever funded
$2,104,497 – 2 year project
The multi-agency partnership involves an unprecedented level of coordination and collaboration to:
Enhance the understanding of professional communities of the efficacy of evidence-based practices
Bring a new level of skill and direction to criminal justice practitioners
Produce immediate and long-term benefits for the criminal justice system and the citizens of Colorado

4. Why Change? DOC General Fund Budget $7,923,000,000 FY 2007 Actual
FY 2009 Appropriated
FY 2009 Estimate
FY 2010 Original Request
$575,521,511
$620,694,449
$676,820,771
$739,217,712
Why Change?
State General Fund Budget FY 2010
$7,923,000,000
Prison is expensive
DOC is 9.3% of the state budget

5. The team

6. Eight Guiding Principles
For Risk/
Recidivism
Reduction
EBP (cont’d):
The basic six principles are in a definite sequential or developmental order that proceeds first with a sound assessment of an offender. A central aspect of principle 1 is that triaging, separating offenders by risk level, is critical not only for efficiency but effectiveness. Therefore performing an assessment as soon as possible is invariably recommended in order to adequately manage limited correctional/treatment resources. However, at the same time we must be able to skillfully interact with offenders in order to get reliable information and insight into their behavior. During these interactions, no matter how limited, there are opportunities for increasing or decreasing motivation to change (principle 2).
Assuming some basic triaging has occurred regarding general placement of offenders, the next level of determination directly corresponds to identifying two types of critical factors within any offender’s life situation. First, which of the common criminogenic factors is strongest or currently presenting the biggest obstacle to pro-social behavior. Second, what kind of motivational readiness does the offender have for working with the various criminogenic issues present in his or her case? Guiding and developing final case priorities (Principle 3) based on the combination of identified (criminogenic) need and individual motivation may be more art than science currently. But there is now definitive research in this area and too many reference points and guidelines are presently available to ignore with complacency. Finally, we can place offenders in appropriate cognitive behavioral programs that emphasize learning and practicing new skills or ways of handling difficult situations (principle 4).
Principle 5, the body of research suggests that while addressing the negative behavior of the offender is important, it is even more important to increase reinforcement (reward positive behavior). As we will discover with Motivational Interviewing, significantly increasing positive reinforcement represents a major cultural shift for our organization, like all correctional organizations.
Principle 6, consider the cost of using professionals to address all of these principles. So, Principle 6 involves systematically engaging community support to assist in helping the youth to make and maintain changed behavior.
Principles 7 and 8 have to do with measuring what we do AND communicating (feeding back) which practices are working, which are not, and determining what needs to change in order to successfully implement the practices that are not producing better outcomes. This is a very brief overview of EBP.
Bogue, B. M., et al. (2004). Implementing Evidence-Based Practice in Community Corrections: The Principles of Effective Intervention. Washington, DC: National Institute of Corrections.

7. What is Motivational Interviewing?
Motivational Interviewing is
a Collaborative, Person-Centered Form of Guiding
to Elicit and Strengthen Motivation for Change.
Participants will write on easel chart paper at their tables their responses to “What is Motivational Interviewing?”
Not looking for a precise definition from them, but rather key words or thoughts.
Tables can share key points of their discussion with the larger group.

8. What is Motivational Interviewing?
“People are generally better persuaded by the reasons which they have themselves discovered, than by those which have come into the mind of others.”
Refers to the practitioner and the client coming together to discover the common goal – motivation for change. We model this definition with the agencies. We want the agencies to model with their clients.

9. How MI Works MI Skills Client Change Talk Client Commitment Language
Behavior
Change

10. EPIC is Unique in the Nation
MI has been implemented in agencies but not system wide
Wyoming DOC has trained 60 staff, model similar to EPIC but no coding (this is the “Wyoming Protocol”)
Nueces County TX followed Wyoming—trained 60, now following progress
Pennsylvania Probation and Parole – Implementing since 2007…and check it out! Firearms instructors using MI and now becoming MI trainers.
Brazoria County TX – they hire for people who are MI adherent naturally

11. TRAIN AND PRAY DOESN’T WORK WITH EBP’S
What We Know
TRAIN AND PRAY
DOESN’T WORK
WITH EBP’S

12. What We Know

13. What We Know Training + Coaching Feedback MI Skills Client Change Talk
Commitment
Language
Client
Behavior
Change

14. Implementation Types Paper – nothing really changes
Process – procedures change, not outcomes
Performance – procedures & outcomes change
Can we take the ‘ out? And ()
Fixsen et al. (2005). Implementation Research: A Synthesis of the Literature.

15. Implementation Science
Letting it happen
Recipients are accountable
Helping it happen
Making it happen
Purposeful use of implementation practices and science
Implementation teams are accountable
Greenhalgh, T., Robert, G., MacFarlane, F., Bate, P., & Kyriakidou, O. (2004). Diffusion of innovations in service organizations: Systematic review and recommendations. The Milbank Quarterly, 82(4),
Based on Greenhalgh, Robert, MacFarlane, Bate, & Kyriakidou, 2004
(c) Dean Fixsen and Karen Blase, 2008 15

16. Blurry but good

17. Levels of Collaboration
State Advisory Board
Levels of Collaboration
State Transformation Team
Inter-Agency Change Agent
Groups
Agency Specific Change Agents
Possible deletion of slide

18. Simultaneous Efforts Cross training
Behavioral Health Providers and Criminal Justice Agencies
Providing a better understanding of addiction to DA’s, PD’s, and Judges
Training collaboration with Judicial--Judges
Evidence-based sentencing practices
Motivational Interviewing
Mental Health First Aid

19. Staff as a Living Model EPIC Staff Hiring Criteria
Multi-Agency Experience
Staff were hired to go through the process ahead of Change Agents to understand and model the process.
Gaining competency, strengthening training skills, and building coaching skills and inter-agency relationships

20. Individual Qualities of Champions and Change Agents
Personality Characteristics
Leadership Behavior
Career Experience
Self-confident
Expresses captivating vision
Long tenure in the organization
Persistent
Pursues unconventional action plans
Middle management position
Energetic
Develops others’ potential
Decision-making authority
Risk-prone
Gives recognition
In-depth knowledge of the industry
Experience in many divisions and locations
Every department / agency/ institutions has somebody in their agency that meets this qualifications that will effect the future change of this agency. These characteristics that were requested across the board. The future leaders/ mentors that will carry the movement (saturate).
Howell, J.M., & Higgins, C.A. Champions of Change: Identifying, Understanding, and Supporting Champions of Technological Innovations. Organizational dynamics, 19(1).

21. Sustainability through Collaboration
Transformation Team Train/Coach/Code CAs
CAs become Trainers/Coaches/Coders
CAs Train/Coach/Code New CAs
Bring Agencies to scale

22. Statewide Collaboration

23. Communities of Practice
“Communities of Practice are groups of people who share a concern or a passion for something they do and learn how to do it better as they interact regularly” -Etienne Wenger
Change Agents come from various agencies come together to reduce recidivism and increase public safety.