Results from an ongoing evaluation project on the effectiveness of offender workforce development (OWD) services are presented. “Drug and alcohol abuse and/or not continuing substance abuse treatment was identified as almost a universal barrier to post-release success” (p. 67). Those individuals that receive OWD services have a recidivism rate 33% lower than the comparison group.
The Office of Juvenile Justice and Delinquency Prevention’s (OJJDP’s) Model Programs Guide (MPG) contains information about evidence-based juvenile justice and youth prevention, intervention, and reentry programs. It is a resource for practitioners and communities about what works, what is promising, and what does not work in juvenile justice, delinquency prevention, and child protection and safety. MPG uses expert study reviewers and CrimeSolutions.gov’s program review process, scoring instrument, and evidence ratings. The two sites also share a common database of juvenile-related programs. There are three evidence ratings in the MPG—effective, promising, or no effect. Points of entry are: youth programs at a glance; about the MPG; recently posted programs; resources—a huge range of literature reviews, related links, publications, glossary, FAQs, and contact MPG; MPG programs by topic; and all MPG programs. MPG program topical areas are: Child Protection, Health, and Welfare; Children Exposed to Violence and Victimization; Delinquency Prevention; Detention, Confinement, and Supervision; Juvenile and Family Courts; Law Enforcement; Populations; Schools; and Youth Offenders.
The effectiveness of Pennsylvania Correctional Industries (PCI), a state-run prison business, in planning efforts and managing operations is assessed, while identifying obstacles to mission statement fulfillment and operational efficiency. This audit is comprised of the following sections: results in brief (executive summary); introduction and background; objectives and methodology; seven findings and recommendations; and observation. Appendixes include: results of surveys of potential PCI customers and existing and former PCI customers; and responses from the DOC. PCI "let sales slide, charged higher prices, and used irregular accounting to help its own Department of Corrections" (p. iv).
This program provides information about the nationwide automated Performance-Based Measures System (PBMS). PBMS is an accurate, consistent way to capture, record, report and share data between correctional agencies. It was created by the Association of State Correctional Administrators (ASCA). Participants will be able to:
- Describe the scope and development of PBMS regarding how specific needs gave rise to PBMS solutions;
- Describe the key components of PBMS;
- Examine the benefits of using the PBMS during an Evidenced Based Practice decision making process;
- And identify available resources that support implementation of PBM.
"Adult Redeploy Illinois (ARI) was designed as a response to the high numbers of non-violent offenders incarcerated in Illinois’ prisons at great cost to the state. Participating ARI counties divert non-violent offenders from prison and into community corrections programs. These programs are less expensive than prison and designed to be more effective at reducing recidivism" (p. i). Sections of this report include: key findings; introduction; about Adult Redeploy Illinois; methodology; findings—client data; findings—program planning; findings—program implementation; findings—client interviews; implications for policy and practice; and conclusion. "With 127 diversions, the DuPage County ARI program exceeded its goal of reducing prison commitments of the non-violent target population by 25 percent. Probation officers reported offering clients evidence-based, cognitive-behavioral supervision and services. Overall, clients highly regarded the ARI program and their probation officers" (p. iii).
The crafting of performance measures and those for criminal justice information sharing are discussed. “The guide helps managers, staff, and executives develop measures in two ways: by offering comments and advice on the process of developing measures, and by providing a catalog of workable examples for specific types of project” (p. 1). Nine chapters are contained in this publication: introduction—what performance measures are; which goals the project helps us achieve; how the project assists us in achieving our goals; what the best measures of the agency’s goals are; how performance measures can best be implemented; introduction to performance measures for criminal justice information sharing; summary of performance measures; project type examples from the Automated Fingerprint Identification System (AFIS) to the Warrant Depository; and how to use this guide and final thoughts. An appendix explains the Chain of Results and Logic Model.
The author describes the experiences of probation and parole agencies from across the country that worked with NIC on developing innovative approaches to probation and parole violations and revocations. The document identifies critical issues emerging from these experiences, and discusses the impact that some of these approaches had on the jurisdiction or agency involved.
“These documents comprise the instrument that auditors will use to audit the U.S. Department of Justice's PREA Standards for Prisons and Jails, pending final revisions.” Elements comprising this instrument are: “Process Map” describing the audit process from start to finish; “Checklist of Documentation”; “Pre-Audit Questionnaire”; “Auditor Compliance Tool” used to determine PREA compliance; “Instructions for PREA Audit Tour” of the facility; “Interview Protocols” for Agency Head or Designee, Warden or Designee, PREA Compliance Manager/Coordinator, Specialized Staff, General Staff, and Inmates/Detainees: “Auditor Report” template; and the “PREA Compliance Measures Handbook: Prisons and Jails”.
“These documents comprise the instrument that auditors will use to audit the U.S. Department of Justice's PREA Standards for Juvenile Faculties.” Elements comprising this instrument are: “Pre-Audit Questionnaire”; “Auditor Compliance Tool” used to determine PREA compliance; “Instructions for PREA Audit Tour” of the facility; “Interview Protocols” for agency head or designee, facility director or designee, PREA Coordinator, specialized staff, random staff, and residents; “Auditor Summary Report” template; "Process Map” describing the audit process from start to finish; and “Checklist of Documentation”.
These documents comprise the instrument that auditors will use to audit the U.S. Department of Justice's PREA Standards for Juvenile Faculties.” Elements comprising this instrument are: Pre-Audit Questionnaire; Auditor Compliance Tool used to determine PREA compliance; Instructions for PREA Audit Tour of the facility; Interview Protocols for agency head or designee, Superintendent or designee, PREA Compliance Manager/Coordinator, specialized staff, random staff, and residents; Auditor Summary Report” template; Process Map describing the audit process from start to finish; and Checklist of Documentation.