"This Tech Guide is designed to introduce the role of performance measurement . . . and to teach core dynamics of performance management, monitoring, and reporting" (p. 4). Nine chapters are contained in this guide: what performance measurement is and why it is important; establish an integrated performance measurement framework; define mission and strategic performance objectives; establish a performance management framework; establish accountability for performance; develop a data collection plan; analyze, review, and report performance data; use performance information to drive improvement; and build performance management into everyday policing. Sample assessment measures and examples of performance management in justice agencies are also included. This publication is a companion guide to "Law Enforcement Tech Guide: How to Plan, Purchase and Manage Technology (Successfully) (NIC accession no. 018694).
“The significant challenges faced by those leaving jail and the high price of continued offending underscore the importance of capitalizing on jail contact to link individuals with services both while in the jail and as they return to the community. However, providing supportive interventions in jail settings is extremely challenging. While a number of innovative practices exist, there is much progress to be made in the design of services that can support people as they leave jail and return home” (p. 5). The effectiveness of the Los Angeles County Jail to provide reentry services to individuals being released is evaluated. Other jails can find valuable suggestions for improving their own jail reentry services by reading this report. Sections of the technical report include: executive summary; introduction; profiles of interviewees in jail custody; reentry service delivery and engagement including the Community Transition Unit (CTU); operations and efficiency; coordination between the Los Angeles Sheriff’s Department (LASD) and other agencies and organizations; and conclusion. Some of the 11 recommendations to maximize the efficiency of reentry services provided by the jail are: expand awareness of the CTU to potential clients; integrate risks and needs assessments into reentry services; individualize reentry service plans; and strengthen the ties between the jail and community-based providers. You can download the technical report, summary report, and/or fact sheet at this website.
This brief examines the impact a mandatory reentry supervision program has on spending and public safety. Kentucky requires that every inmate that is released from prison undergo post-release supervision to ensure that the inmate has the necessary monitoring and/or support in the community. Results show that the post-release supervision program: "improved public safety by helping reduce new offense rates by 30 percent; resulted in a net savings of approximately 872 prison beds per year; [and] saved more than $29 million in the 27 months after the policy took effect" (p. 1).
The first edition of this publication was released in 2011. As pretrial services have redefined its goals and strategic objectives, so must its outcome and performance metrics change. To that end—and to ensure that metrics for the field continue to be developed by practitioners—NIC commissioned PEN to assess the current pretrial landscape and revise current metrics to match these new dynamics. This process included internal discussion by PEN members and input via a survey from pretrial services agency directors whose agencies collect performance metrics. PEN member discussions and the survey focused on which measures “work” in the real world, which were problematic, and what other data should be considered to gauge agency outcomes. The metrics presented here reflect this feedback. Outcomes are now tied to the three principles of bail—maximizing release, court appearance, and public safety—and a more refined definition of system “success” in meeting these objectives. Included commentary discusses how changes in the pretrial landscape over the past decade have helped redefine outcome and performance metrics.
A "review of selective and indicated mentoring interventions that have been evaluated for their effects on delinquency outcomes for youth . . . and key associated outcomes" is presented (p. 2). Sections in addition to a synopsis and abstract include: background; objectives; methods -- criteria for inclusion and exclusion of studies in review; results; and conclusions. "These results suggest mentoring, at least as represented by the included studies, has positive effects for these important public health problems, albeit from small to modest in effect size" (p. 20).
The use of outcome-oriented performance measurement by community leaders is explained. Sections of this report include: introduction; three profiles in outcome-oriented performance measurement systems; the challenge of creating these systems; recommendations for creating these systems; conclusion; and an appendix comparing government-sponsored and community indicator approaches.
This 30 minute program explores the National Institute of Corrections’ publication “Measuring What Matters: Outcome and Performance Measures for the Pretrial Services Field” (NIC accession no. 025172). This report provides guidance for making pretrial agencies more effective. Lori Eville and Spurgeon Kennedy are interviewed.
Results from projects implementing new strategies for drug interdiction within an institutional setting are presented. This compilation includes findings from final evaluation reports provided by Maryland, California, Kansas, New York, and Florida.
Initial results from the Training Academy Evaluation Project (TAEP) assessing the training offered by the National Institute of Corrections' Academy are presented. Sections of this bulletin are: highlights; research strategy; findings regarding participant demographic and background profile, participants' overall evaluation of training, participants' evaluations of training applicability, and pre/post comparison of perceived applicability; and future directions. Overall, participants rate the training they receive as being of high quality and relevance.
Results from the Training Academy Evaluation Project (TAEP) assessing the training offered by the National Institute of Corrections' Academy are presented. This bulletin discusses how participants felt about individual trainers. Some highlights include: twenty-eight of the 34 trainers received high marks for satisfaction while also receiving an average score of 98% for them to lead classes again. The trainer strength most noted was knowledge of the field (27%), with the trainer weakness most often being insufficient time or hurried pace (10%).