Evidence Based Implementation: Achieving Total Agency Alignment

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Evidence Based Implementation Achieving Total
Agency Alignment
APPA WINTER INSTITUE FEBUARY 2005
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MARICOPA COUNTY ADULT PROBATION

• Established 1972
• 26,500 Active Probationers (48,200 total)
• 57,000,000 Budget
• 1,200 Staff
• 12 Regional and Area Offices

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MFR GOALS

• GOAL A CRIME REDUCTION
• GOAL B COMPENSATION/RETENTION
• GOAL C PROCESS IMPROVEMENT
• GOAL D CUSTOMER SATISFACTION
• GOAL E INFRASTRUCTURE

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GOAL A CRIME REDUCTION 2001 - 2004

• MCAPD will enhance public safety by
• Reduce the number of probationers committed to
  DOC to 20
• Reduce the number of probationers convicted of
  new felony offense to 8

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GOAL B COMPENSATION/RETENTION 2001 - 2004

• By FY 2004, resignations because of pay will be
  reduced to the county average
• By end of FY 2002, market studies completed
• By end of FY 2002, baselines established for
  resignations (baselines 51 MCAPD, 34
  County)

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GOAL C PROCESS IMPROVEMENT 2001 - 2004

• MCAPD will improve case processing by
• 10 reduction in time for PSI report (changed to
  97 on-time)
• 10 increase in successful completion of
  probation
• 10 increase in rate of restitution collected
• Increase Pretrial completion to 80

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GOAL D Customer Satisfaction 2001 - 2004

• MCAPD will provide excellence in customer service
  by
• 75 victims satisfied by FY2005
• 67 offenders satisfied by FY2005
• 75 judges satisfied by FY 2005
• 10 improved staff satisfaction by FY 2005
• 5 improved satisfaction with community and
  criminal justice partners

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GOAL E Infrastructure 2001 - 2004

• MCAPD will have equipment, facilities, support
  services, interconnectivity and promote staff
  safety.
• Minimum 5.O on ESS
• 20 interconnection increase
• Maintain technology standards and replacement
  schedules set by the CIO

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Eight Evidence-Based Principles for Effective
Interventions
Measure Outcomes
Provide Ongoing Support
Provide Positive Reinforcement
Address Cognitive-Behavioral Functioning
Provide Quality Assurance
Target Interventions
Enhance Offender Motivation
Assess Offender Risk and Needs
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Alignment of People, Structure, and Program with
Evidence Based Practice

• Goal -- To examine and enhance the alignment
  between
• The principles in core strategies, and
• The policies, structure, and leadership actions,
  and
• Evidence Based Principles

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Organizations Often

• Have great intentions and inspiring visions for
  themselves, but dont take the crucial step of
  translating their intentions into concrete terms
• Tolerate organizational characteristics,
  strategies, tactics that are misaligned with
  admirable intentions, which creates confusion and
  cynicism.
• Built to Last, James Collins Jerry Porras

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The Power of Alignment
Organizational Structure/ Policy Service
Delivery
Evidence Based Practice
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Principled Behavior by Leaders and Staff
Degree of Attainment
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Three Critical Alignments
EVIDENCE BASED PRINCIPLES
Organizations Policy and Structure
Persons in the Organization (Leaders and Staff
Actions)
Offender Application
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Elements of Organization Climate

• Leadership
• Motivation
• Communication
• Decisions
• Resource Management
• Control

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• Organizational Assessment
• Strengths
• Confidence and trust shown in subordinates
• Alignment of vision, mission and values with EBP
• Subordinates ideas are often sought and used
  constructively
• Offender motivation predominant use of positive
  methods
• Staff motivation predominant use of positive
  methods
• Cooperative teamwork with staff
• Collaboration (share leadership, resources, etc.)
  With other agencies and persons outside the staff
• Accuracy of upward communication
• Superiors know problems faced by subordinates
• Subordinates involved in decisions related to
  their work
• The budget reflects a commitment to EBP
• There has been a stoppage or redirecting of
  activities to allow more focus on EBP
• Data and other information is shared so that the
  organization keeps learning

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Areas Indicated for Improvement Control Data
collection and feedback system is not aligned to
EBP activities There is an informal
organization resisting the formal one Decisions
Hiring and promotion decisions are not based on
EBP-related skills and performance Resource
Management Performance measures for staff are
not tied to EBP results Communication Dominant
direction of information flow
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Issue Statements from EPB Gap Analysis

• There is a lack of consistency in the
  administration and application of assessment
  tools, which inhibits good case management
• There is a lack of organizational understanding
  regarding collection and analysis of data that
  correlates to agency results
• Some key internal and external groups do not
  understand and/or support MCAPD goals, which is
  and obstacle to achievement of those goals
• The current hiring and promotional practice were
  not designed to identify applicants who will
  promote EBP skills and performance
• Performance measures and incentives for staff are
  not tied to EBP and inhibit achieving Department
  goals
• Poor communication and listening skills at all
  levels of the organization have caused
  dissonance, confusion, and misunderstanding that
  interfere with goal achievement

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MCAPDRestructuring
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Planning Research Manager
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New MFR/EBP Performance Measures

• Increase by 10 the number of high-risk offenders
  who have a reduction in risk scores upon
  termination from probation
• Increase use of OST to 75 (newly sentenced)
• Use FROST 67 of the time

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MCAPD EBP Strategic Plan FY 2005-2010
Target Interventions
Enhance Offender Motivation
Assess Offender Risk and Needs