Download
1 / 23
240 likes | 259 Views
ALAMEDA COUNTY PROBATION DEPARTMENT JJDPC 9/12/18 Meeting. Wendy Still, MAS Chief Probation Officer September 12, 2018. Assessment Report August 2018. Juvenile Services Programs. Overview.
E N D
ALAMEDA COUNTY PROBATION DEPARTMENTJJDPC 9/12/18 Meeting Wendy Still, MAS Chief Probation Officer September 12, 2018
Assessment ReportAugust 2018 Juvenile Services Programs
Overview The Alameda County Probation Department (ACPD) is preparing to develop and implement of an evidence-informed/evidence-based Behavior Change Model (BCM) for its youth from detention through reentry. The BCM is designed to increase pro-social behaviors among detained youth and youth on probation and in community programs. When implemented with fidelity, the BCM provides a safer and more satisfying work environment for staff and supports youth in achieving pro-social behavior.
GOALS Shift from a custody and control model to a behavioral change model, promoting sustainable behavior change and a safer environment. Change Culture Reduce Recidivism Enhance public safety and grow stronger communities through recidivism reduction.
Key Elements • The BCM will include the following key elements: • Timely assessment of risk and needs of each client using instruments that are validated or generally accepted. • Multi-disciplinary involvement in developing and appropriately sharing case plans. Case conceptualization is based on the youth’s willingness to participate. The case plan is individualized and based on the risk, needs, and responsivity of each client and other salient factors (e.g., criminal history, family history, social history, and mental health diagnosis). • Behavior change targets communicated to staff of all disciplines and to aftercare providers for continuity of care. • Progress reviewed frequently by multi-discipline staff and case plans adjusted accordingly. • Evidence-based programs beginning with detention and continuing through aftercare based on youths’ risk, needs, and responsivity. • Structured activities designed to allow youth to practice the skills they learn and are reinforced by community-based providers and family upon release. • A behavior management system with incentives and negative sanctions to achieve immediate, intermediate, and long-term behavior changes, with greater emphasis on positive reinforcement versus punishment. • Quality assurance and quality improvement measures.
APPROACH AS PROJECT PROCEEDS: • Consultant/Mentor Team provides modeling, coaching, and mentoring services. • Phase out Consultant/Mentor Team’s involvement as staff embraces the model and demonstrates commitment to key elements. Evidence Based Practice
Approach • Department leadership has begun a training program for all staff that builds the foundation for a BCM. This training provides a knowledge base and allows staff to practice how to develop an alliance with youth. Building on this work, the BCM will: • Create a framework for service delivery that is underpinned by a clear mission, vision, and values collaboratively supported by staff, county agencies, and community-based organizations. • Provide a structured approach to reinforcing pro-social behavior through incentives and sanctions. • Start treatment and intervention in detention that moves with the youth through their journey back into the community. • Integrate all stakeholders working with the youth including staff of all disciplines, family, and community-based providers.
Change Team • A Change Team will be established composed of a vertical slice of the organization, with members appointed by the Chief. The proposed membership includes three first- or second-line supervisors, four line-staff (including a labor representative), and a behavioral health clinician. • Change Team members are ambassadors for project changes and champions for its initiatives. Working closely with the Consultant/Mentor Team, the Change Team will co-create the new model and help facilitate implementation efforts. • Initially the Change Team will be limited to ACPD and Guidance Clinic staff. Later it will be expanded to include others, such as internal and external stakeholders and other partners, to ensure program and service delivery changes align with the model.
ASSESSMENT PURPOSE • Identify Department’s strengths and sound practices for future enhancement and expansion. • Identify possible impediments and opportunities to improve. • Provide a baseline of current practices and environment. • Promote understanding among managers, staff, and stakeholders on need for the model and generate support.
Assessment The Team met and interviewed internal and external stakeholders as follows: • ACPD youth, staff, supervisors and managers • Behavioral Health Care Services • Alameda Office of Education • District Attorney’s Office • Public Defender’s Office • Juvenile Justice Prevention & Delinquency Commission • Families • Community Based Organizations • Delinquency Prevention Network (DPN)
Best Practices The Office of Juvenile Justice and Delinquency Prevention (OJJDP) provides broad standards for best practices. Examples: • Begin transition planning at point of intake; involve family. • Increase collaboration among juvenile correctional institutions, detention centers, and mental health agencies. Also, Farrell Consent Decree led to remedial plans that identified more specific standards developed by experts in the field, such as: • Elements of a case plan, and • Reinforcement system (immediate and long-term incentives).
Timeline • Phase I (September 2018 - October 2018): Consultant Team works closely with executive leadership to plan and organize the project. Change Team is formed, and a team charter is developed and approved. Team-building meetings and exercises help members gain familiarity with the model concept and principles. • Phase II (November 2018 – March 2019): Change Team works closely with the Consultant/Mentor Team to co-create the BCM, including trainings, policies, quality assurance, and data collection. • Phase III (April 2019 – December 2019):BCM is launched. Change Team works closely with Consultant/Mentor Team to implement training and policies while coaching as well as monitoring implementation. • Phase IV (January 2020 – December 2020): Year 2 of the model continues. Change Team continues to analyze performance and outcome data, adjusting the model as necessary, and identifying lessons learned and recommended next steps.
Strategic Plan: Vision 2023Our Pathway to Success • Alameda County’s Vision 2026—particularly its focus on evidence-based justice strategies, reentry support, and support to crime victims—lays the foundation for the Alameda County Probation Department’s Vision 2023. • Through the goals and objectives, the strategic plan serves as a roadmap over the course of the next five years, to fulfill its vision of creating communities that are the safest in the nation and of providing compassionate supervision and accountability to justice-involved youth and adults. • The key to achieving these results is empowering staff, collaborating with stakeholders and the community, using research and data to inform practice, and honoring the belief that, given the appropriate opportunities and tools, people can change.
The Plan Our Vision: The Alameda County Probation Department is committed to making our communities the safest in the nation. Our Mission: To support and restore communities by providing compassionate supervision and accountability to justice involved youth and adults, and provide preventative and rehabilitative services through evidence-based practices and collaborative partnerships.
Phase 1: Process • Included feedback from a variety of stakeholders • Held (and continue to hold) numerous internal town halls meetings, and utilizing external forums to promote the virtue of the plan and to stakeholders informed. • Utilized different modes of communication to keep staff informed of our collective progress, i.e., email, memorandums, SNAPCOMM, video messages, Intranet/Internet.
Stakeholders & Facilitation • Focus groups and stakeholder interviews facilitated by an external consultant. • Incorporated the strategic planning foundation developed by a previous committee under two former Chiefs. • Planning facilitated by The Carey Group, a private consulting team with over 60 years combined (from the two Principles) expertise in strategic planning specific to large probation and/or parole jurisdictions, progressive evidence-based practices, and assisting large jurisdictions to successfully incorporate progressive practices into their organization • On April 27th draft plan presented to the Chief and Executive Management by the Committee. • Plan officially adopted April 2018
External Stakeholders Juvenile Justice Delinquency Prevention Commission (All members – max 15, 13 current members) Oakland Police Department, Chief Anne E. Kirkpatrick Community Advisory Board, (All members – max 15, 9 current members – none on this list) Community Corrections Partnership Executive Committee (3 only – as all others are covered on this list). Probation Peace Officers’ Association, IbrahiymSafir & Will Yamada Teamsters, Malia Vella Service Employees International Union, Blake Huntsman Alameda County Employees Management Association, Paul Carroll Community & Faith Based Organizations Delinquency Prevention Provider Network, Lynn Gardner Five Keyes, Steve Good Leaders in Community Alternatives, Diane Harrington Building Opportunities for Success, Donald Frazier Victim Advocates • Board of Supervisors, Haggerty, Valle, Chan, Miley, Carson • County Administrator’s Office, Susan S. Muranishi • Judiciary • Presiding Superior Court Judge, Michael Galley • Presiding Juvenile Court Judge, Charles A. Smiley • Presiding Adult Court Judge, Wynne Carvill • District Attorney’s Office, Nancy O’Malley • Public Defender’s Office, Brenden D. Woods • Health Care Services Agency, Colleen Chawla • Social Service Agency, Lori A. Cox • Public Health Department, Muntu Davis, MD, MPH • Sheriff’s Office, Gregory J. Ahern • Officer of the Mayor, Libby Schaaf
Phase 2: Process Execution Phase • On June 28th/29th, the Department kicked out Phase 2 of the strategic planning process – the action and execution planning phase. • Encompasses the development of a workplan, to include goal leads and the identification of initiatives, timelines and deliverables associated with the accomplishment of the plan. • Our progress will be captured electronically and posted on the Intranet/Internet. It will be accessible for all staff and stakeholders to view and as a means by which to hold ourselves accountable to the strategic goals.
