2. Comprehensive Program Review - CJI - December 6, 2013 Round V Crime and Justice Institute at Community Resources for Justice

3. 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

4. Challenges We Face

5. Project/Work Highlights The projects/work highlighted advance CRJ’s Strategic Plan Goals:  Excellence  Innovation  Delight  Workforce  Growth

6. 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 pretrialCreating an Effective Pretrial Program: A Toolkit for Practitioners  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

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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

13. 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

14. 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

15. Innovation Continued Jail Projections Model

16. 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

17. 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

18. 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

19. 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

20. 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

21. Growth Continued Quarter Proposals Vetted Proposals Submitted Awards Received July-Sept ’1210 7 Oct-Dec ’121484 Jan-March ’1334104 April- June ‘1321116 Totals for FY13793921

22. 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

23. Creating a Surplus

24. STAFFING Staff Turnover Rates Performance Evaluations Staff Training

25. STAFF TURNOVER RATES 10/1/2012-9/30/2013 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

26. 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 FTEPTE CJI 30

27. Data obtained from HR Reports and CJI Strategic Planning Tracking STAFF TRAINING HOURS  A total of 433.5 training hours completed.  Last CPR, a total of 108.75 training hours reported (April 2012 – September 2012)

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