J-SAT News

United States Houses 25% of the World's Incarcerated Population

admin.nospam@nospam.j-sat.com (admin) — Tue, 08 Dec 2009 04:06:22 -1400

The United States only accounts for about 5% of the world's population. Why then does the United States account for 25% of incarcerated people (prisoners) in the world?

Click on the graphic below to enlarge

Created by OnlineEducation.net

At J-SAT we provide services that help federal, state, and local correctional agencies safely lower their incarceration rates. There are alternatives to "warehousing" people as a form of punishment and restitution. Contact us for training, mentoring, and consulting options for your correctional system.

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J-SAT to Provide Alaska with LSI-R Training for Trainers

admin.nospam@nospam.j-sat.com (admin) — Mon, 07 Dec 2009 10:28:27 -1400

We were recently awarded a contract to continue to provide LSI-R implementation services for the state of Alaska. This project will help develop internal training capacity for Alaska as they will be developing new trainers to help train staff on performing LSI-R assessments in their correctional system. Last year we spent 6 weeks in Alaska training their staff on how to do LSI-R assessments. This time we are training their top performers to continue training other staff.

The LSI-R is a standardized and research-based method for screening offenders and determining their level of risk. By determining risk levels, correctional system can make more informed decisions for treatment and supervision. By better aligning the treatment and supervision of offenders, state can reduce the number of people who recidivate (do more crime and end up back in the system) and this can save taxpayers millions. You can learn more about LSI-R assessments here.

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How did Michigan do it?

admin.nospam@nospam.j-sat.com (admin) — Wed, 16 Sep 2009 06:31:33 -1400

Michigan has been dealing with a struggling economy longer than the rest of the nation. They have been forced to make tough choice and re-think the size of their corrections population and reentry process. Now, as the rest of the country struggles with the same issues, people are looking to Michigan to see how they are dealing with the crisis and what steps they took to get to where they are at now.

As part of the Norval Morris Project, J-SAT director Brad Bogue, recently visited Michigan to meet with those in charge of changing the way that state is transforming and managing its correctional system.

We have put together a short compilation of some of the interview from that visit. We welcome your feedback and please feel free to share this video with others.

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Norval Morris Topic Team Meeting

admin.nospam@nospam.j-sat.com (admin) — Thu, 10 Sep 2009 01:18:58 -1400

We are just a week away from our gathering in Denver, Colorado and J-SAT is looking forward to hosting this event for the National Institute of Corrections. We have created this page to provide critical information about the meeting for those who will be traveling to Denver and participating in the meeting.

***PLEASE DOWNLOAD THE FOLLOWING BEFORE THE MEETING***

Optional Downloads *NEW*

Conference Document Packet

If you have any questions or need more information, please don't hesitate to call the Norval Morris Information Center at 877.572.8232 or email nmp@j-sat.com.

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Desistance and EBP: Using relationships to build skills

admin.nospam@nospam.j-sat.com (admin) — Thu, 23 Jul 2009 04:38:29 -1400

“Bringing Sense and Sensitivity to Corrections: From Programs to Fix Offenders to Services to Support Desistance” by Frank Porporino has me thinking. As you may be able to tell from the title, Porporino is concerned that focusing on risk of recidivism and criminogenic needs may be problem oriented and therefore have a ‘fix-the-offender’ mindset. He suggests that supporting desistance would be a more strength based approach. What does this mean for EBP?

EBP

I spend a good part of my day thinking about and advocating for Evidence-Based Practices in the Criminal Justice System. It makes sense to me that we would want to use the techniques and programs that have been proven to be effective. Allocating treatment, time, and attention to higher risk offenders ensures that precious resources are spent on those with whom it is most effective while protecting those with whom it is not. Addressing needs that offenders are more motivated to change and areas that are tied most strongly to pro-criminal behavior reduces the likelihood criminal behavior gets triggered in the future. Using active listening skills helps people talk through obstacles to changing criminal behavior and explore their reasons and desires for leading a pro-criminal life. Teaching offenders the social, relational, and job skills required to live a pro-social lifestyle offers them the tools to use in the real world. Using positive reinforcement helps to encourage the continued practice of those pro-social skills. It all makes sense. And yet…

Desistance

Why is it then that we can work with offenders in all the right ways with all the right mechanisms in place and have no effect whatsoever? And why too, is it that some offenders stop committing crimes , change their lives completely around, and start living pro-social, productive lives without any intervention at all? The answer seems to be that people naturally grow out of crime over time. This phenomenon, called desistance, suggests that at a certain point in a criminal’s career, something happens that shifts his/her priorities, networks, and lifestyle. At this point, people begin to come to some sort of resolution with their criminal past, they become more invested in their relationships, and become focused on legitimate forms of work. Criminal behavior and anti-social networks drop away and are replaced by an interest in more conventional ways of engaging with the world. So, if people naturally retire from crime, what can criminal justice professionals do to facilitate this process? How can we help folks to quit sooner than later? What are the mechanisms that support the shift from a criminal identity and lifestyle to a satisfying relationship and meaningful work? If people naturally desist from crime, how can we as professionals create an environment that supports this desistance?

Working Alliance

Thinking about desistance reminds me of a similar phenomenon in psychotherapy. At a time when Behaviorism and Psychoanalysis were the dominant forces in the field, humanistic psychology came along and suggested that people naturally evolve and move towards betterment. Carl Rogers and Abraham Maslow both used the term ‘self-actualization’ to suggest that given a supportive environment, clients would solve their own problems and lead happier and more satisfying lives. For Maslow it was certain needs that had to be met in order for this process to happen. For Rogers specific conditions in the counseling relationship provided the right environment for self-actualization. At a time where most clinicians were trying to ‘fix’ clients, these men were trying ‘relate’ to people in a way that could support their own process of growth. Porporino (2008) poses a similar question about desistance, wondering if the true supportive factor in our Evidence-Based Practices is not in the skills themselves but in the relationships that are formed while the skills are being taught. Perhaps efficacious supervision sets up an environment that supports successful desistance. Maybe helping offenders to change their lives means paying more attention to what gets people out of crime and less to what gets them into crime.

Using Relationships to Build Skills

So does the research on desistance mean that we should shift our focus away from EBP? What if the problem with Evidence-Based Practices is not in the practices themselves but in our perspective, administration, and delivery of them. What if we carried out the practices that address risk and needs but did it with the intention to support desistance? A Risk/Needs assessment will be just as much about connecting with and getting to know an offender as it is about triaging and case planning. A good Cognitive Behavioral facilitator will be developing relationships with participants while helping offenders to practice relationship-building skills. An officer using Motivational Interviewing effectively will establish a working alliance and elicit the kinds of values and goals that motivate offenders to change. According to the desistance literature, relating to offenders, helping them to create healthy relationships, and connecting them to stable employment may be what helps them grow out of crime. But once people desist, don’t they still need the social, relational, and job skills to maintain a healthy lifestyle? It seems that as offenders learn new skills they can be developing the relationships that support desistance and as they work towards desistance they can be learning the skills that will support their success. Desistance and EBP are two sides of the same coin and can be used to compliment each other. We can relate to offenders in a way that supports skill building and teach them the skills that helps them to relate better to others. In short, we can combine the EBP and desistance mindsets and use relationships to help build skills.

Article by: David Bonaiuto

Porporino, F.J. (2008) Bringing Sense and Sensitivity to Corrections: From Programs to ‘Fix’ Offenders to Services to Support Desistance

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Navigating the Implementation Highway: A Resource Guide, Part I

admin.nospam@nospam.j-sat.com (admin) — Wed, 22 Jul 2009 10:20:36 -1400

In response to the failure of many approaches to reducing recidivism, more and more correctional agencies are looking to Evidence-based Practices (EBPs) for help. Nationally, however, a gap has existed between knowledge of EBPs and their practical implementation in systems such as healthcare, education, and corrections. Many corrections agencies provide training to staff in EBP initiatives such as assessment, motivational interviewing, and cognitive behavioral techniques, but we know from the National Training Laboratory Institute's research that most people only retain 20% of the information learned via an audio/visual demonstration. All too often agencies do not provide follow-up coaching, booster trainings, or quality assurance mechanisms. The result is often inadequate learning of new skills and frustration with the lack of ongoing support for the innovation.*

This gap between fidelity to an EBP and practice develops due to the complexity of the implementation process. Implementation takes place within an organizational community, such as a city, business, or service organization, and requires buy-in and proactive support at every level of the agency. It requires understanding of the organization's culture, norms, future goals, and readiness for change. Planners must focus on detail while keeping in mind the big picture. The effects implementation will have on clients, practitioners, managers, and the organization as a whole must be anticipated. Finally, stakeholders and policymakers must be mobilized to support the innovation.

Implementation can take years to operationalize and sustain. Often, EBPs do not show appreciable results in the short term, and require long-term commitments. Continuous follow-up is called for to assure fidelity: coaching and mentoring, quality assurance, and ongoing training. Since implementation represents a change from the status quo, organizational communities often perceive it as risky, and would rather avoid it.

Partial attempts at implementation are all too familiar in organizations, with predictable results. Paper implementation is something that most of us are (unfortunately) familiar with. New policies are written without any real day-to-day change happening as a result. Process implementation is a slight improvement. Training workshops are conducted and some procedures are modified, but real change is still not happening. The ideal level is performance implementation. This occurs when procedures and processes are put in place so that they are used to good effect. How does one ensure that performance implementation avoids lackluster paper or process implementation?

Implementation drivers increase the likelihood of success. From the start, efforts should be made to work with employees' fears of the risks involved in the innovations. Stress stemming from uncertainty at the managerial level and inadequate resources will prevent buy-in. In selecting staff, individual qualifications and suitability for the intended role must be carefully considered. In addition to the usual considerations of education and employment history, a broader temperament/personality component should match the organization's new vision. Training needs to show practitioners concretely how, when, where and with whom to use new approaches and new skills. Most skills have to be practiced on the job to become integrated into daily practice. A coach can help the practitioner develop a personal style within the parameters of the innovation. The coach can provide encouragement and skill building for the newly-learned behavior in the face of possible negative reactions from peers. Frequent formal measures are necessary to ensure effectiveness of training and fidelity in carrying out the program's intent.

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Join us on Facebook!

admin.nospam@nospam.j-sat.com (admin) — Wed, 01 Jul 2009 03:03:15 -1400

We would like to invite you to become a fan of JSAT and help us keep the discussion going about the things that are improving correctional systems across the country. Do you have a passion for helping to see people succeed in the workforce? Want to help improve the lives of the 1 in 31 people under supervision in the United State?

Come join us and share your thoughts and stories on our new Facebook page!

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Trying to Learn More About Motivational Interviewing (MI)?

admin.nospam@nospam.j-sat.com (admin) — Wed, 01 Jul 2009 02:37:51 -1400

We have created a resource page with a number of videos that we recently produced for the National Institute of Corrections. The full DVD set will be available through NIC at some point, but we thought you might enjoy a preview.

View our free Basic Motivational Interviewing Skills Exercise Videos

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5 Strategies for Cost-Effective Training

admin.nospam@nospam.j-sat.com (admin) — Mon, 12 Jan 2009 05:21:46 -1400

Revenue is down and budgets are getting cut, but people still need quality training. We have put together some cost-effective strategies for maximizing your training dollars.

1. Join Forces

Finding training for a handful of people at a time can be pretty tough. If you partner up with nearby agency's or other departments, you can share the cost of bringing in training. It can also help diversify training experience for participants as they interact with colleagues from another environment.

2. Don't Skimp

With a tight budget it can be easy to opt for reduced training efforts. Instead, for any training efforts you undergo, ask about options that can help re-enforce classroom training. Studies conclude that classroom training alone is not as effective and lasting if it is not supplemented with things like coaching, skill building, and critiquing. Therefore, spend a little extra now on doing the training well, and save on future training in the long run.

3. Fortify

So what do you do if your last training didn't have as much of a "bang" as you would have liked? Re-enforce your training with refresher courses. These courses are shorter and designed to help previous participants remember their training and can also help introduce new participants prepare for a future training.

4. Be Loyal

Find a reliable training provider that you can trust and try to build a relationship with them. Doing this will be beneficial in the long-run in two ways. Once, they will come to know the specific needs of your agency, will be able to tailor training delivery for maximum impact. Two, by sticking with a primary training provider, you should be able to negotiate lower training rates as you purchase more training.

5. Think Ahead

How will you train future employees? Talk with your training providers to setup a plan for managing ongoing training. Often, training programs at other locations may have one or two vacancies and you may be able to get new employees up to speed by filling those openings.

Here at J-SAT, we want to see your training efforts succeed and would appreciate the opportunity to be your training provider. If you're interested in what types of training we provide or just want to talk to someone to talk to, please let us know.

Have some ideas for cost-effective training? Drop us a note in the "comments" section below.

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Proven Strategies for Reducing Recidivism in Your Agency

admin.nospam@nospam.j-sat.com (Admin) — Fri, 19 Dec 2008 02:02:00 -1400

For 35 years incarceration rates have grown. For every one hundred adults at least one is currently in prison or jail. The number of people on parole is four times higher than it was in 1980.

Solving the problems of our current systems and ultimately reducing the level of recidivism requires hard action based on proven strategies. The Urban Institute, with the support and guidance of the JEHT Foundation and the National Institute of Corrections (NIC), set out to discuss the topic of parole supervision with national experts. The focus of the discussion was to identify policies and strategies for improving public safety and maximizing taxpayer dollars. According to "Putting Public Safety First: 13 Strategies for Successful Supervision and Reentry", here is an overview of the strategies you should be working on:

1. Reduced Recidivism Should Be Your Measure for Success

"Outputs", like the number of contacts with probationers, are not good measures for success. Work to reduce risk and change behaviors. Measure performance against established benchmarks.

2. Customize Supervision Strategies

There is not a "one size fits all" approach to supervision. The conditions for parole and probation need to be realistic, relevant, and research-based.

3. Focus on the Right People

If you think focusing on low-risk individuals is the way to go, think again. Studies show that certain programs may actually be counter-productive for low-risk individuals while evidence-based interventions for high-risk offenders will have better results.

4. Allocate Resources When They Are Most Needed

The period immediately following release from jail or prison is the riskiest time for offenders. Focus more of your resources on the first few day and weeks of supervision. Not only will you have better results, but your will identify problems sooner.

5. Freedom Should Be Earned

Providing incentives for meeting supervision goals is a great way to motivate low-risk individuals to work hard to earn their freedom. It can also free up resources and allow you to focus more on high-risk offenders.

6. Work Where They Live

Supervision should be done in the communities where parolees and probationers live. By doing this, case workers can have a better understanding of the unique environment, challenges, and resources available to those they are supervising.

7. Don't Be An Island

Probationers and parolees have diverse needs and partnering with other organizations to help address these needs is essential. Partnerships, particularly with jails and prisons, can provide information, assessments and intervention information that assist you with supervision.

8. Trust the Research on Assessments

Research has proven that validated assessment tools are far better at predicting criminal activity than individual judgement. So, take that burden off your supervisors and rely on these tools for better decision-making.

9. Surveillance Is Only Part of the Plan

Try to build your case plans around:

Empirical risk and needs assessment
Incorporating offender goals
Enhancing individual motivation
The input of stakeholders

10. The Supervision Process Should Involve Those Being Supervised

Parolees and probationers may have some information and some good ideas for establishing goals. This can bring about a higher level of accountability and motivation, and lead to a more successful process.

11. Know the Networks

Direct contact officers have with supervised individuals is such a small amount of time compared to the time parolees and probationers will spend in their social networks. Being trained how to identify and use these networks is important for officers.

12. Offer Rewards

Encouraging positive behavior, can include offering certificates, reducing reporting requirements, postponing a monthly payment, and lessoning conditions. Rewards should be clear and timely to maximize their impact.

13. Respond Appropriately to Violations

High-risk offenders may need to go back to prison for committing serious violations or crimes, but there may be cases where a less drastic action might be more cost effective and better address the situation that led to the violation.

Now that you have the highlights, be sure to download the full article to lean specifically how you can implement effective strategies for reducing recidivism. Have some ideas that didn't make the list? Add a comment below and tell us what you think.

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