1. 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

2. Technical Assistance - Organizational Capacity

3.  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

4.  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)

6.  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

7. Training Evaluation (excerpt) South Carolina Judicial Dept. Evidence-Based Sentencing Training, Oct 2011 “Crash Course” for Project Management in Corrections

8. 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)

9.  Secured 2 nd 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

10.  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 for  Currently 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

11. 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

12. Coming Home Resource Directory, User Satisfaction Survey, Sept 2011 # Respondents% of Total Yes19100% No00% Total19100% Do you think the categories of resources in the Directory cover the majority of needed services?

13.  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

14.  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

15.  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

16. 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 56% increase  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 20% of traffic  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.

17. 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 2011  As 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

18. 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

19. 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)

20. 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

21. COMPREHENSIVE PROGRAM REVIEW OCTOBER 21, 2011 SQA SLIDES ON HR AND FINANCIAL PERFORMANCE

22. 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 Number may repeat the same overdue evaluation Last CPR Turnover Rates: CJI = 20% CRJ = 18.9&

23. The following slides are included for reference only. More information can be found at www.cjinstitute.org APPENDIX

24. Provides nonpartisan consulting, policy analysis, and research services to improve public safety throughout the country Goal of making criminal & juvenile justice systems more efficient and cost-effective to promote accountability for achieving better results Through 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 change Strengths 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

25. 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

26. 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 AssessStrategizeImplementEvaluate System Assessment Policy Development Implementation Support Quality Assurance / Evaluation Dissemination Building Capacity and Sustainability of Client CJI Technical AssistanceCycle

27. Data-driven, evidence-based policies & practices Our Approach: The Integrated Model Evidence-Based Principles (content) Model of service values coaching & mentoring while providing technical and organizational assistance with problem-solving & attention to site specific needs Organizational Development (internal strategy) Collaboration (external strategy)

28. 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