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Crime and Justice Institute (CJI) at Community Resources for Justice. Knowing What Works and Actually Doing It. Presentation to the Indiana Center for Evidence-Based Practices Learning Institute, September 21, 2010 Kristy Pierce – Danford, MPA, Crime and Justice Institute. About Us.

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Knowing what works and actually doing it

Crime and Justice Institute (CJI) at Community Resources for Justice

Knowing What Works and Actually Doing It

Presentation to the Indiana Center for Evidence-Based Practices Learning Institute,

September 21, 2010

Kristy Pierce – Danford, MPA, Crime and Justice Institute

About us
About Us Justice

  • Community Resources for Justice

    • Direct services

      • Residential, reentry and day programming for adult and youth offenders, at-risk youth, and adults with mental illness and developmental disabilities

  • Crime and Justice Institute

    • Nonpartisan consulting

      • Policy analysis, research services, and capacity building technical assistance to improve public safety systems throughout the country.

Agenda Justice

  • Purpose

  • Integrated Model

  • Transformation Challenges

  • Assessing the Organization

  • Strategic Planning and Work Plan Development

  • Assuring Quality and Fidelity

  • Managing Change

  • Stakeholder Collaboration

  • Take Away Points

  • Discussion

Toward implementing ebp
Toward Implementing EBP Justice

Clearly identify the problem and desired outcomes

Search for the research (i.e., evidence) that may help address the problem

Critically evaluate the evidence

Assess the extent to which your current practices are consistent with identified evidence-based practices

Develop an implementation strategy and put it to use

Align business practices to support implementation

Evaluate the impact of new practices on the desired outcomes

Why are recidivism rates higher than desired
Why Are Recidivism Rates Higher Than Desired? Justice

Some of the most commonly cited reasons:

We are focusing on the wrong issues

We are giving too much attention to the low risk and too little to the high risk

Programs have not applied research knowledge nor are these practices applied with fidelity

The system is not in alignment

The top five reasons why ebp s fail
The Top Five Reasons Why EBP’s Fail Justice

Organizational development (ineffective technology transfer strategies)

System that is unable or unwilling to practice true collaboration

Failure to measure, reinforce, and hold everyone accountable for EBP

Ineffective leadership

Fidelity, fidelity, fidelity

Cji nic integrated model for the implementation of evidence based policy and practice
CJI/NIC Integrated Model for the Implementation of Evidence Based Policy and Practice

Created by CJI through a cooperative agreement with NIC in 2002


Transformation challenges
Transformation Challenges Based Policy and Practice

Establishing proficiency in assessment and case planning

Applying motivational interviewing and cognitive behavioral skills that target criminogenic needs

Maintaining fidelity

Aligning organizational practices and budgets

Managing change

Getting on the same page

Being patient, having a plan, and possessing the perseverance to carry it out

Play list
Play List Based Policy and Practice

“I think I went to a training on that once.”

“The assessment is somewhere in the file.”

Doing MI = EBP

“I hate this QA stuff. It’s too much paperwork and way too invasive.”

“All they care about is if I meet standards.”

“My boss says one thing and the judge says another.”

“Just make your numbers look good, no one cares about the story behind the numbers.”

“Why isn’t it happening; it’s in the policy?”

Evidence based organizations
Evidence-Based Organizations Based Policy and Practice

  • In a Correctional EBO…

    • Everyone shares a common mission and vision

    • Resources are used effectively and efficiently

    • Offenders are held accountable

    • Data drives decisions

    • Learning and innovations are welcome

    • System players communicate and collaborate

Organizational development
Organizational Development Based Policy and Practice

  • Prepares an organization to:

    • Achieve its mission efficiently and effectively

    • Respond to change

    • Sustain itself over the long term

  • Encourages a systems perspective

  • Applies behavior change principles to organizations as well as individuals

  • Improves organizational performance

Organizational case management
Organizational Case Management Based Policy and Practice

Monitoring & Measurement Feedback



Assessment Based Policy and Practice

  • Determines the existing status of an individual, organization, and/or practice by providing information on the potential and options for change.

  • Assessment strategies include:

    • Surveys/Interviews

    • Observation

    • Data Review and Analysis

Organizational responsiveness
Organizational Responsiveness Based Policy and Practice

  • Assessing the Organization

    • Organizational Assessment

      • Conducting Self-Assessment

      • Selecting Assessment Approaches

      • Administering Assessments

      • Analyzing Assessments

      • Applying Assessment Results

      • Reassessment

Plan for results and intervene
Plan for Results and Intervene Based Policy and Practice

  • Strategic Planning and Work Plan Development

    • Developing Strategic Plans and Work Plans

      • The Strategic Planning Process

      • The Work Planning Process

Thoughtful plans and actions
Thoughtful Plans and Actions Based Policy and Practice

Intervention activities are designed to respond to the needs/issues identified in the assessment

Put together a comprehensive plan that can be put into action and communicated

Revisit Mission, Vision and Values

SMART goals, clear objectives, specific timelines and accountability

Charter committees to avoid scope creep

From Strategy to Tactics

Revisit, update and revise

Monitoring measurement feedback
Monitoring & Measurement Feedback Based Policy and Practice

  • Monitoring and measuring performance on both a short and long-term basis provide data on changes in knowledge, skills, attitudes, and behavior.

  • Types of measures include:

    • Process measures:

      • Provide feedback throughout change process.

    • Outcome measures:

      • Individual: Measure actual change in knowledge, skills, attitudes, and/or behavior.

      • Organizational: Measure improvement and progress toward goals.

Fidelity matters
Fidelity Matters Based Policy and Practice

  • Assuring Quality and Fidelity

    • What is Quality Assurance and Why Does it Matter?

  • Things to Keep in Mind When Creating a Quality Assurance Plan

    • Data overload, organizational change, resource limitations, timing, keep it simple and focused

  • Celebrate Successes

Staying true
Staying True Based Policy and Practice

Whatever you do, do no harm

Risk: Do you match supervision and services with risk level?

Need: Do you focus on criminogenic needs?

Treatment: Do you utilize cognitive behavioral techniques?

Responsivity: Are you responsive to the characteristics of individuals?

Fidelity: Are you doing evidence-based work? Are you doing it well? Is it leading to desired outcomes?

10 steps to assure fidelity
10 Steps to Assure Fidelity Based Policy and Practice

  • Define the outcome(s) you are trying to achieve.

  • Logic Models –Describe what is intended to happen by connecting your actions to your outcomes.

  • Determine what indicators will need to be measured. Prioritize these measures based on what you need to know first and what you have the resources to collect.

  • Decide how to measure the indicators. Plan for how to collect the data, by whom and how often.

  • Pull it together. Develop a plan that describes how these measures will be brought together.

    NOTE: If you find there are still too many measures on which to realistically collect data, do another round of prioritization.

10 steps to assure fidelity1
10 Steps to Assure Fidelity Based Policy and Practice

6. Communicate the plan.

7. Collect the data.

8. Analyze and report the data.

9. Put the data to use.

10. Continuously improve until you are satisfied with the outcome and then move onto the next desired outcome and repeat.

Change is hard
Change is Hard Based Policy and Practice

  • Managing Change

    • Techniques for Facilitating Change

    • Leadership

    • Communication

    • Aligning Business Practices

Leadership at all levels
Leadership At All Levels Based Policy and Practice

  • Executives create, communicate, and sustain a vision for the organization.

  • Senior and mid-level managers translate mission and vision into practice.

  • Frontline supervisors ensure implementation with fidelity to mission, vision, and policy.

  • Frontline employees disseminate evidence-based approaches to colleagues, clients, and the community.

Effective leaders at all levels
Effective Leaders at All Levels Based Policy and Practice

  • Know how to LEAD and to MANAGE

  • Are committed to vision and mission

  • Are willing to learn and change

  • Possess the integrity to see what is wrong with the system & the courage to commandeer change

  • Understand organizational change and how to manage it

  • Will engage in system reform over the long term

Effective leaders at all levels1
Effective Leaders at All Levels Based Policy and Practice

  • Use data to guide decision making

  • Disseminate information effectively

  • Are flexible in response to changing data and changing conditions

  • Effectively build teams

  • Know when and how to involve others in decisions

  • Address internal and external conditions affecting organizational policy, practice, and overall health

Policies and procedures
Policies and Procedures Based Policy and Practice

  • This is where the rubber meets the road

  • Review existing policies and procedures for alignment with EBP and OD principles, and include needed revisions as part of your implementation plan.

Workforce development
Workforce Development Based Policy and Practice

  • Ultimately, it’s the employees that determine whether system reform and culture change are successful.

  • Expectations of the workforce change with reform, and the competencies needed to do the job need be well defined.

  • To avoid mixed messages, new competencies should be infused throughout workforce processes.

    • Recruitment and selection --Training

    • Performance appraisals -- Promotions

Communication Based Policy and Practice

  • You can never have too much!

  • Work with a “diagonal slice” of employees to determine what needs to be communicated, and how to do it.

  • Consider the various methods of communication available: newsletters, emails, videos, blogs, etc.

  • Prioritize your messages—what does everyone need to know?

  • A written communication plan is a helpful tool.

What it takes to change
What it Takes to Change Based Policy and Practice

  • Courage to make changes and take risks

  • Refusal to “muddle through”

  • Willingness to:

    • Gain knowledge and deal with the complexities

    • Take on “Sacred Cows”

    • Use knowledge based on solid research

  • Make decisions based on evidence and data

  • Make a long-term commitment to reform

  • Master skill sets and deliver evidence-based interventions

  • Curtail use of costly, ineffective resources – “reallocate”

Don t go it alone
Don’t Go It Alone Based Policy and Practice

  • Stakeholder Collaboration

    • Why Collaborate?

    • What is Collaboration?

    • Misperceptions of Collaboration

    • Tips for Collaboration

    • Who Should be Included?

    • How are Structure and Expectations Set?

Tangible Outcomes of Based Policy and PracticeCollaborative Teams


knowledge &


- better decisions

-greater political




rather than







of monies

to support a

needed project


Full team press




of jail bed


Keys to ebo success
Keys to EBO Success Based Policy and Practice

  • Give your organization a physical

  • Create and implement a strategic plan

  • Build the capacity of leaders at all levels

  • Align all business practices

  • Develop a continuum to address risk, need, and responsivity with fidelity

  • Use data to drive decisions

  • Communicate, communicate, communicate

Pace yourselves
Pace Yourselves Based Policy and Practice

Plan, plan, plan

Value living documents

Ensure reforms fit your agency and its needs

Be clear, focused and flexible

Learn from each other

Expect to make refinements in practice based on evidence

Ensure quick wins


How do you take an EBP and make it work? Based Policy and Practice

How do you make the transformation to an EBO?

For more information:

Or contact:

Elyse Clawson, Executive Director

[email protected]

Kristy Danford, Project Manager

[email protected]

September 21, 2010