Center for Effective Public Policy (CEPP) (Silver Spring MD)
This report is essential reading for individuals wanting to achieve "measurable reductions of pretrial misconduct and post-conviction reoffending" (p.6). Eight sections follow an introduction (a new paradigm for the justice system): underlying premises; the key decision points, decision makers, and stakeholders in the criminal justice system; examining justice system decision making through the lens of harm reduction; the principles underlying the framework; applying evidence-based principles to practice; key challenges to implementing this framework; collaboration—a key ingredient of an evidence-based system; and building evidence-based agencies.
"All justice-involved individuals who are under community supervision are expected to abide by a set of conditions. Unfortunately, a significant portion will violate one or more of their terms and conditions of supervision at some point, either by committing a new offense or by committing a technical violation—an infraction related to failing to comply with the technical rules set by the releasing authority. Many of these individuals will be incarcerated as a result of a violation. Yet, incarcerating individuals for violations does not necessarily achieve the desired public safety impact in terms of reducing future violations and recidivism. There remains an endless “revolving door” of individuals who are placed on community supervision, engage in further problematic behavior, and return to correctional facilities to likely repeat the cycle again. This paper provides a policy and practice framework to support the development of effective behavior management systems that will increase the compliance and prosocial behavior of justice-involved individuals both during and following their community supervision."
Sections of this publication include: the "never events" in the behavior management of justice-involved individuals; introduction to conditions of community supervision; why behavior management matters—developments over the past three decades, summary of the research and frameworks in what works in shaping behavior, rethinking the term sanctions, six key principles guiding effective responses to noncompliance, the use of incentives and rewards, key considerations in their effective use, the Model Penal Code on rewards and responses to noncompliance, putting it together--responding to behavior in ways that produce positive outcomes, making it work—operationalizing the research, illustrations of select programmatic efforts to manage behavior, and state and local efforts to address behavior management using a structured policy framework process; advancing behavior management policy and practice—ten steps to developing a behavior management policy; recent advances in behavior management—accounting for criminogenic needs, considering the complexity of the behavior, tailoring responses to prosocial behaviors, automating decision making tools, consistently addressing behavior across the justice system continuum, and key data questions; future advances in behavior management; and a recommended behavior management policy and practice approach—"always events" in the behavior management of justice-involved individuals.
These standards were developed to "articulate a set of principles to guide agencies and jurisdictions in the development of local policy and practice. These best practices are relevant across a variety of settings including criminal justice, juvenile justice, psychiatric and forensic hospitals, law enforcement transport, and others. This document refers and applies to both women (age 18 years and older) and girls (younger than age 18) who are pregnant, laboring and delivering, or in the post-partum period" (p. 1). Sections contained in this publication include: background; definitions; context and need; key principles; recommendations for operational practices; rationale—legal considerations, gender responsiveness, trauma-informed policy and practice, and human rights; and conclusion. Appendixes cover: supporting documents; and "The Legal Lens".
New parole board members and parole executives should read this publication. It will introduce them to the core competencies they need to have to effectively execute their public responsibilities. Chapters cover: the broad context of parole work—parole’s function, purpose, and role in the criminal justice system, parole and other state or local entities, and legal and ethical issues; discharging duties effectively—leadership, strategic planning, emerging best practices and evidence-based practices, and collaboration; and individual case decisionmaking—tools that promote consistent outcomes for similar cases, parole hearings, interviews and file reviews, parole conditions that support the goals of the parole board or agency and evidence-based principles and practices, and violation decisionmaking.
This is a great introduction to a new probation strategy which links “the duration of probation supervision to the optimal amount of intervention an offender needs in order to reduce risk of reoffense”. This monograph “provides a policy and practice framework upon which this new model of supervision can be constructed. It offers a review of evidence-based approaches to reducing recidivism in our communities, the most recent research on dosage, and its applicability to sentencing and community supervision practices. It describes the model’s promise for increasing community safety through recidivism reduction, as well as achieving fiscal savings by reducing periods of supervision. Finally, the monograph offers a summary of the work of Milwaukee County’s criminal justice stakeholders as they design and conduct the nation’s first dosage probation experiment.” Sections of this publication include: introduction to the dosage model of probation; the principles of effective intervention—who we target for intervention matters (the risk principle), what we target for intervention matters (the need principle), how we intervene and interact matters (the responsivity principle), how well interventions are implemented matters, fidelity and integrity of corrections professionals’ interventions, and the relationship between early termination of supervision and recidivism; adding dosage to the equation—how much dosage is delivered matters, and further study needed; implications—the dosage probation model of supervision; and dosage probation in Milwaukee County.
"EBDM is a strategic and deliberate method of applying empirical knowledge and research-supported principles to justice system decisions made at the case, agency, and system level. The initiative team developed the EBDM framework, which posits that public safety outcomes will be improved when justice system stakeholders engage in truly collaborative partnerships, use research to guide their work, and work together to achieve safer communities, more efficient use of tax dollars, and fewer victims. The goal of [National Institute of Corrections'] Evidence-Based Decision Making Initiative is to build a systemwide framework (arrest through final disposition and discharge) that will result in more collaborative, evidence-based decision making and practices in local criminal justice systems. The initiative is grounded in the knowledge accumulated over two decades on the factors that contribute to criminal reoffending and the processes and methods the justice system can employ to interrupt this cycle of reoffensed decisions can produce more effective policy decisions, and as a result, better outcomes for the community." Information about the NIC EBDM initiative can be found here. Points of access are: home--introduction; framework; phases—Phase I Framework Development, Phase II Planning Process, Phase III Implementation, and Phase IV Expansion to Statewide Structure, and Phase V - Building EBDM Capacity at the Individual, Agency, and System Levels; pilot sites—links to webpages with information about each of the seven pilot sites about: the EBDM stakeholders (i.e., the vision for EBDM, the EDBM executive committee composition, and what stakeholders in the pilot site are saying about the EBDM initiative), harm reduction goals, and material produced by the pilot site about EBDM in their jurisdiction; EBDM Roadmap Starter Kit—Activity 1--Build a genuine, collaborative policy team; Activity 2--Build individual agencies that are collaborative and in a state of readiness for change, Activity 3--Understand current practice within each agency and across the system, Activity 4--Understand and have the capacity to implement evidence-based practices, Activity 5--Develop logic models, Activity 6--Establish performance measures, determine outcomes, and develop a system scorecard, Activity 7--Engage and gain the support of a broader set of stakeholders and the community, and Activity 8--Develop a strategic action plan for implementation; documents—"Press Release Mesa County [CO]", "A Framework for Evidence-Based Decision Making in Local Criminal Justice Systems (A Work In Progress, Third Edition)", and the "EBDM Readiness Checklist"; and related publications.
"The purpose of this Guide is to prepare and assist VSPs [victim service providers) to become part of an EBDM [Evidence-Based Decision Making] policy team, as outlined in "A Framework for Evidence-Based Decision Making in Local Criminal Justice Systems" (https://s3.amazonaws.com/static.nicic.gov/Library/031408.pdf). To help prepare VSPs for this role, the Guide provides: A rationale for VSPs to become involved with the policy team; An examination of the benefits that can accrue from the participation of VSPs in the EBDM process; A description of how VSPs can become part of the EBDM process and how the EBDM principles apply to their work; An exploration of common interests and potential challenges and barriers that VSPs and criminal justice system stakeholders collectively face while engaging in this work, and possible solutions; A link to a primer on EBP and EBDM; A brief overview of why it is important to victims for VSPs to understand the purpose and use of risk/needs assessment tools, a critical component of EBP and EBDM; and Links and references to other information and resources that can help VSPs to educate themselves about becoming part of EBDM policy teams and to conduct evaluations of their own programs" (p. 4). Sections include: introduction; Ten Core Crime Victims' Rights; advancement in the criminal justice system—evidence-based practice (EBP) and evidence-based decision making (EBDM); purpose of this guide; audience for VSP User's Guide; why VSP's should participate in the EBDM process; the unique contribution VSP's can make to the EBDM policy team; becoming part of the EBDM process; what EBDM means to VSPs; how the EBDM principles apply to VSPs; VSPs as an integral part of an EBDM process—what an ideal scenario would look like; VSPs' involvement in key decision points in the criminal justice system—decision points in the EBDM process, and intersection of EBDM decision points and victim considerations; common interests and potential challenges and solutions—prevention, offender accountability, victim needs, limited resources, working with diverse populations, and navigating a complex political environment; conclusion; and a holistic approach to serving victim needs (postscript). Appendixes included are: Why It Is Important to Victims for VSPs to Understand the Purpose and Use of Risk/Needs Assessment Tools; and Tools/Resources for evidence-based decision making, applying EBP to victim service programs, and general victim advocacy issues.
New parole board members and parole executives should read this publication. It “examines information emerging from research on evidence-based practice and decisionmaking in parole and the implications of these findings for paroling authorities” (p. viii). Five chapters comprise this document: evidence-based policy, practice, and decisionmaking—what it is and why paroling authorities should be interested in it; significant research findings regarding risk reduction—implications for paroling authorities; reaching the full recidivism reduction potential—using a systemwide approach to evidence-based decisionmaking; evaluating the research—how much evidence in enough; and the benefits of an evidence-based approach and recommendations for action—why pursue an evidence-based approach.
This "guide spells out a practical team-based approach to envisioning the kind of criminal justice system a community wants, assessing the current system, and planning and implementing strategies for 'getting it right'" (p.ix). Five sections comprise this manual: an overview of a comprehensive planning process; establishing the policy team and the process; keeping the focus on outcomes; building an understanding of your system; and moving from understanding to change.
The implementation of an effective offender reentry framework is explained. Sections contained in this manual include: introduction; offender reentry from a national perspective; framework for offender reentry; leadership and organizational change; a rational planning process for a learning organization; the essential role of collaboration; key strategies in effective offender management; women offenders; and conclusion. Also provided is a copy of the Offender Reentry Policy and Practice Inventory.