Transcript Introduction to the Training

Juvenile Accountability
Block Grant
Juvenile Drug Courts
Training
Introductions
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Name
Community you represent
Your role on or with the drug court
team
Juvenile Drug Court
A docket within a juvenile court to which selected
delinquency cases, and in some instances status
offenders, are referred for handling by a
designated judge.
Training Purpose
Each participant will develop a plan for
enhancing their drug court operations through a
set of recommendations for their team.
Training Goals
Juvenile Drug Court Representatives will:
1. Develop a plan to strengthen and build a
continuum of services for youth and families
founded on evidence-based models.
2. Participate in a systems-approach to
Juvenile Drug Court planning and
enhancement.
3. Draft materials and plans to improve your
drug court operations.
Training Goals
Juvenile Drug Court Representatives will:
4. Enhance your skills in leadership, problemsolving and collaboration.
5. Benefit from ‘lessons learned’ in long- term
JDC sites.
6. Use the reference materials provided and
identify other resources for on-going
operations support.
Performance Objectives
In this module, participants will:
 Become familiar with the other training
participants.
 Respond to the program goals and agenda.
 Identify their needs and expectations for this
training and how they can be met.
 Review the core components of juvenile drug
courts.
Juvenile Drug Court Training
Agenda
Day 1: 8:30 – 5:00
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Introduction to the Training
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Reaching Your Target Population
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Comprehensive Assessment and
Planning
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Continuum of Services
Juvenile Drug Court Training
Agenda
Day 2: 8:30- 5:00
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Staffing
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Therapeutic Jurisprudence
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Case management
Day 3: 8:30 – 5:00
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Sustainability
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Tips to Lead
Self Assessment and Expectations
Identify:
1. The areas of your court operations that
need enhancement, based on the selfassessment results
2. The questions you still have about this
training
3. Your priority needs and your expectations
for this training
Facilitator Expectations
Participants will:
 Manage their time in order to achieve the
learning objectives
 Rotate facilitator, recorder and reporter roles
at their tables
 Provide us with feedback on the training for
future improvements
Juvenile Drug Courts:
Strategies in Practice
1. Collaborative Planning
2. Teamwork
3. Clearly Defined Target Population and
Eligibility Criteria
4. Judicial Involvement and Supervision
5. Monitoring and Evaluation
Juvenile Drug Courts:
Strategies in Practice
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Community Partnerships
Comprehensive Treatment Planning
Developmentally Appropriate Services
Gender-Appropriate Services
Cultural Competence
Juvenile Drug Courts:
Strategies in Practice
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Focus on Strengths
Family Engagement
Educational Linkages
Drug Testing
Goal-Oriented Incentives and Sanctions
Confidentiality
Targeting
Reaching your target population and
capacity
Challenges of Targeting
1. Describe your target population
2. How did you select your target population?
3. Explain your process of identification, screening
and referral
4. Have you reached your target population?
5. Why do you think you have or have not been
about to reach and maintain your target capacity?
6. How long does it take from referral until admission
into the program? Does this get in the way of
getting youth into the program? How?
Steps to Targeting
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Defining Your Target Population
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Assess your jurisdiction for substance abuse
patterns and how they affect the families and
communities
Determine the arrest volume and crime patterns in
the jurisdiction
Inventory community resources
Develop Eligibility Criteria
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Legal
Clinical
Determining Capacity
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Case management contacts
Treatment providers
Probation officers
Drug testing
Other services
Realistic Age Range
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Can you provide treatment services to all
ages?
Do you want 12 and 17 year old youth in
the same group and appearing in court
together?
What are the pros and cons of this?
Arrestee, Detention and
Community Population(s)
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What are the characteristics of youth who are
arrested
What are the characteristics of youth in
detention
What are the characteristics of youth
community.
How to Achieve Capacity
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Review your goals
Write your current target population
Will these goals be met by serving the
population you have identified
Write your current identification, screening
and referral procedure
Identify where the break down is by asking if
this is the appropriate population?
How to Achieve Capacity
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If your target population seems to be correct,
move to the next step.
Evaluate your identification, screening and
referral process
Are the youth being identified? If they are
being identified but are screened out, find out
why.
If they are identified and are eligible, are they
referred to the appropriate individual?
Tips to Lead
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Identify all of your referral points
Develop a presentation on your targeting
process for your team
Schedule and conduct training at convenient
times
Evaluating Your Procedure
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Make your program attractive to those who
refer.
Make the process easy.
Identify who will conduct a follow-up interview.
Monitor the number of youth identified,
referred, and screened to your program.
Have this individual report back to the team in
90 days with an update.
Develop a reporting mechanism and review in
90 days.
Comprehensive Assessment
and Planning
Performance Objectives
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Identify the goals and principles of effective
assessment and planning
Identify characteristics of a strengths-based
assessment
Compare traditional approaches with
strengths-based practice
Using case studies, apply best-practice
principles of assessment and planning
Instrument Selection
Instruments that will be used with adolescents
should be:
1) Reliable and valid
2) Developmentally appropriate
3) Considered by the type of setting in
which the instrument was developed
4) Chosen based on the purpose of the
instrument
Assessor Characteristics
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Capacity to establish trust
Integrity
Active listening
The outcome is greatly influenced by assessor’s
skill and ability
Purposes of the Assessment
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Accurately identify who needs treatment
Determine severity
Learn about the nature, correlates and
consequences of the substance-using
behavior
Flag other related problems
Purposes of the Assessment
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Examine how the family can be involved in
the assessment and in subsequent
interventions
Identify the youth’s strengths and how they
can be used in the treatment plan
Develop an appropriate written report that
can help frame the planning process
Ongoing Assessment
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Increased frequency when issues arise e.g.
changing drugs
30 days minimum standard
Phase movement
Movement to higher level of care
A Case Study:
Two Points of View
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Take 5 minutes to read each of the two case
studies on Emmanuel
Complete the chart
As a group take 5 minutes to compare the
two sets of results
Assessment Domains
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Strengths
History of substance use
Medical health
Developmental issues
Mental health
Family history
Assessment Domains
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School history
Vocational history
Peer relationships
Juvenile justice involvement
Social service agency involvement
Leisure activities
SMART Goals
S
M
A
R
T
specific
measurable
attainable
relevant
track-able
A Definition of Strengths
Each youth’s capacity to cope with difficulties,
to maintain functioning in the face of stress,
to bounce back in the face of significant
trauma, to use external challenges as a
stimulus for growth, and to use social
supports as a source of resilience
McQuaide and Ehrenreich, 1997
Andrea Case Study Activity
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Read the case study
Take 15 minutes in your
workgroup to complete the
worksheet
Pick a reporter
TIPS to Remember
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Use screening and assessment instruments
that are ‘normed’ for your population appropriate for adolescents in the juvenile
justice system
Ensure that your tools are strengths-based; if
they are not, add open-ended strengthsfocused questions
Use the CSAT TIPs series as a resource for
choosing tools and providers
TIPS to Remember
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Assessment is not a one time event; it is an
on-going process - expect it from your
providers
Engage the youth, the family and the whole
drug court team in the planning process; - if
they don’t ‘own’ the goals, they will have less
investment in working toward them
Managing and Ensuring a
Seamless Continuum of
Services
JAIBG
2003
7/17/2015
“Like Mike”
Case Study
7/17/2015
Issues/Gaps
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Systems Gap
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pertains to an
organization, team,
communication,
correspondence,
policies, procedures,
etc..
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Service Gaps
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Case management
service, level of care
Residential,
inpatient..),
treatment,
education, work
Strengths of JDC
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Alternatives to re-offending youth
Problem solve with a diverse team
Improve youth and families life
What else?
Challenges of JDC
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Lack of culturally or age appropriate and or
developmentally relevant services
Not sharing information
Youth continued use of alcohol and other
drugs
Team members not engaged
Filing the Gaps Exercise
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Identify if this is a system issue or a service
gap
Identify at least two solutions to close the
gap
Add any solutions you can think of to your
list
Quality Improvement Plan
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Column 1: Identify
gap (area to improve)
Column 2: Identify
possible resources in
closing the gap
solutions
Column 3: Progress
notes towards
improvement
Asking the Hard Questions
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Do we have the appropriate services?
How can we access them?
How can we improve?
Is a quality improvement plan needed?
How many youth is this an issue with? Is
evaluation needed?
Policy and procedure issue?
Managing and Ensuring a
Seamless Continuum of
Services
7/17/2015
Asking the Hard Questions
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Do we have the appropriate services?
How can we access them?
How can we improve?
Is a quality improvement plan needed?
How many youth is this an issue with? Is
evaluation needed?
Policy and procedure issue?
TIPS to Remember
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Continuously
review your
program (use
evaluation data to
assist)
Peer review: Invite
someone from
another JDC to
review your
program & provide
feedback
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Determine if the gap is
a system gap or a
service continuum gap
Brainstorm solutions
with your team
Plan a retreat to
dedicate time to
improve
Develop a quality
improvement plan
Effective Staffing
Make Your Staffing an Effective Information Sharing and
Decision-making Process
What Is a Team
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The most distinguishing characteristic of a team
is that its members have, as their highest
priority, the accomplishment of team goals.
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Support one another
Collaborate freely
Communicate openly and clearly
Non-team groups
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Shifting agendas
Power subgroups,
Go along with a decision rather than being
committed to the decision
What to Expect from Team
Members
All staff should:
 Possess the attitude that teamwork is
essential
 Be able to handle their authority without
domination or abuse.
 Be predisposed to offer concrete problemsolving and to engage in skills building.
 Possess the quality of genuinely caring about
the youth.
 Be enthusiastic and engaged.
What to Expect from Team
Members
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Clearly state expectations and expect that the
adolescent will live up to those behaviors.
Be able to promote development skills and
competencies so as to bring about
measurable outcomes.
Be culturally and gender competent and
understand that youth behaviors represents
values, priorities and attitudes for the
adolescent.
What to Expect from Team
Members
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Have a strong sustained commitment to
people and to individualizing treatment.
Be willing to extensively involve the
juveniles’ families in the program.
Be able to understand the adolescent
without attempting to relate to the client as
a peer.
Take all measures to share information.
What Should Be Happening
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Steering Committee
Pre-Court Staffing (Core Team)
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Who attends
Progress report
Incentives and sanctions
Information sharing
Confidentiality
New participants
Communication
Staff Meeting
Negative Influences in
Staffing
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Power Plays
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Shutting off
Dominating
Yes butting
Nay saying
Biases
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What kind?
How does it affect staffing?
Strategies for Effective
Teams
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Ensure information flows freely (up, down,
sideways).
Solidify team member expectations (Trust,
Respect, Support).
Expect conflict. It is helpful on issues, not
people.
Foster an open, non-threatening, and
participative atmosphere.
Develop a shared powerbase. No politicking
or alliances.
Strategies for Effective
Teams
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Make decisions with full commitment, not
through impatience or intimidation.
Encourage creativity.
Motivate through commitment to team goals.
Develop team norms.
Group Team Norms
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Listen respectfully.
Creativity is encouraged.
All information is kept within the team
meeting.
All team members have equal say.
No shutting down other team members.
Arrive on time and end on time.
Tips to Lead
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Develop team norms
Foster collaboration
Cross-train/shadow co-workers
Develop training for new team members
Develop a shared powerbase
Revisit team goals quarterly
Therapeutic Jurisprudence
Performance Objectives
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Describe “therapeutic jurisprudence” (TJ) as
the foundational philosophy of the Juvenile
Drug Court
Explain the judge’s relationship with the team,
the participants and their families, and the
community in modeling TJ principles in the
court process
Demonstrate how this philosophy impacts the
court process
Determine how you can support the judge’s
role as a member of the team
Therapeutic Jurisprudence
A heightened and intensified emphasis
on therapy and rehabilitation,
accompanied by appropriate
accountability and due-process
safeguards
The Judge and the JDC Team
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Serve as a team leader
Promote teamwork
Maintain “last say”
Hold team accountable - to each other,
participants/families, community
The Judge and the
Youth/Participants
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Serve as an adult role model
Recognize and build on youth’s strengths
Seek ways for court programs to be gender
specific and developmentally appropriate
Hold youth accountable through clear
expectations and graduated sanctions
The Judge and the
Youth/Participants
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Promote and attend activities and events
Be firm but not intimidating
Acknowledge and praise improvements and
successes
Don’t over-schedule with program
requirements
The Judge and the
Parents/Families
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Recognize and build on strengths
Educate, empower, support, and communicate
Hold parents accountable for supervising youth
and following court guidelines
The Judge and the
Parents/Families
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Ask for feedback to enhance communication
and build trust
Clarify roles and expectations
Respect cultural values and norms
Accommodate parent schedules
The Judge and the
Community
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Recognize and build on strengths and existing
resources
Identify resources for funding, activities,
community service
Promote philosophy of shared responsibility
and shared benefits
Involve community in graduation
Garner support from law enforcement, public
defenders, prosecution
Substitution and Transition
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Communicate change to the team, youth,
and families
Introduce the judge
Educate
Maintain consistency
Substitution and Transition
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Follow team charter
Prepare for change
Recognize and account for disruption
Build new relationships
Tips to Lead
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As a team, meet with the judge, and discuss
roles and responsibilities
Seek the judge’s input in planning for
enhancements in structure, programming,
and linkages
Encourage the judge to use the strengths of
the team, youth, families, and community in
problem solving and decision making
Tips to Lead
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Support judges on the ‘tough’ decisions, and
provide them with the information they need
to make effective choices
Work with the judge to build strong linkages
to justice system partners and to a broad
range of organizations
Use a team charter to help guide transition or
temporary substitutions
Effective Case Management
What is Case Management
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Goal - What is the goal of the activity?
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Function - What is the function of the case
manager?
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Increase access to services
Advocate for youth and family
Philosophy - What is believed about case
management?
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Case management requires partnership
What Is Case Management?
Goal
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Increase access to
services
Enhance efficiency of
service delivery
Enhance continuity of
care
Enhance
accountability
Philosophy
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Comprehensive client
centered services
Requires partnership
Must be accountable
Integrated and coordinated
Mutual respect between
youth and case manager
Involves creative problem
solving
Involves participant’s family
and significant others
What is Case Management?
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Function
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Broker of services
Advocate for client
Decides where services are delivered
Drug testing
Monitoring progress
Assess needs
Determines intensity of services
Models of Case Management
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Iowa Case Management Philosophy
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Case managers should be helpful to client
Case management does not stop
Interventions vary with each youth’s needs
Focus on positive and possible
Don’t blame the client
Mutual respect
Accountability
Life issues
Empower clients
Models of Case Management
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Denver Juvenile Justice Integrated
TASC Model
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Differential assessment
Service plan
Broker referrals
Coordination
Advocacy
Monitoring
Reassessment and follow-up
Benefits of Case Management
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Case management improves treatment outcomes
for substance use
Effective linkage to services helps youth and
families meet the goals of their treatment plan
Case management provides a continuity of care
from first contact through a myriad of services
Case managers help youth and families negotiate
services and institutions integral to successful
outcomes
Case management fulfills community safety
priorities of the juvenile justice system
Case Manager
Roles and Responsibilities
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Broker of services
Advocate for client
Monitors compliance
Drug testing
Monitors progress
Assess needs
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Incentives and
sanctions
Service plan
Coordination
Reassessment and
follow-up
Case Manager Job
Description
 Strong, sustained commitment to people and
to individualized treatment
 Willing to extensively involve the juvenile’s
family in the process
 Extensive use of community agencies and
involvement in community
 Ability to provide opportunistic supervision
Case Manager Job
Description
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Understand adolescence without
attempting to relate as a peer
Clearly state expectations and expect that
adolescent will live up to behaviors
Unafraid to challenge adolescent and
impose reasonable consequences for
behavior
Case Manager Job
Description
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Provide support and encouragement
Accept role of advisor and model,
understanding that their behavior
represents values, priorities and attitudes
for the adolescent
Tips to Lead
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Compare the philosophy and goals of case
management provided in this session with the
philosophy underlying your policy and
procedures for case management
Develop a case management job description,
meet with your team and ensure that all of
the case management functions are covered
Gather information on case management
from child protective services and other
agencies – adopt appropriate structures and
functions
Managing the Evaluation
Process
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Improvement Areas for JABG
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Measuring achievement and establishing
performance standards
Require grantees to achieve specific
performance standards
Consider past performance for grant renewal
Measurable progress toward goals
Impact of program performance
Performance Measurement Is:
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Directly related to program goals and
objectives
Measures progress quantitatively
Is not exhaustive
Occurs in frequent intervals over time
An efficient way to monitor a program and
determine if it is progressing towards it goals
Performance indicators assist us with
concrete measures
JABG Purpose area # 8
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Establishing drug
courts for juvenile
offenders that provide
continuing judicial
supervision over
juvenile offenders with
substance abuse
problems and the
integrated
administration for such
offenders
Goal: Establish a JDC Based
on a Strength Based Model
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Objective # 1
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100 % of staff will be
trained in the juvenile
drug court model
within 30 days of
drug court start date
Performance
Indicator:
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How many staff were
trained
Objective # 2
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80% of staff will be
knowledgeable
regarding the
difference between
juvenile court and drug
court
Performance Indicator:
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Pre and post test
results
Goal, 2 Objectives and
Performance Measure/Indicator
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Table
Table
Table
Table
Table
#1 :
# 2:
# 3:
#4:
# 5:
School Performance
Drug Testing
Treatment
Staffing
Case management
Report Out
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Relevant Goal
2 Objectives
Performance Measure/Indicator
Evaluation
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PROCESS
OUTCOME
94
Evaluation
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Collection of data
Components for monitoring
Design before program starts:
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Tools are in place in the beginning
Gather baseline data
Identify comparison groups
Key Stakeholders
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Legislature
Federal
State
County
Community
School
???????
Process Evaluation
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Is the program reaching its target population?
What services are being provided to youth
and families?
Are partner agencies fulfilling their contract?
How are youth and family responding to
services?
Outcome Evaluation
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What difference is the program making in the
lives of youth and families?
What effect is the program having on the
community problem it was designed to
ameliorate?
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Increased sobriety
Improved school participation
Reduction in crime
Comparison Groups
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Youth not being
served by JDC
Similar
demographics
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Race
Age
Ethnicity
Gender
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Types of alcohol and
other drug use
Education
Family status
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two parent
single parent
Explore Outcome Measures
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School performance
Mental health status
Positive interaction in community
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Boys & girls club
Employment
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Age
Job coach
National Benefit to JDC
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Structure
Impact on different target populations
Impact on delinquency and drug use
Economic benefits
What factors affect delinquency
Participant retention
Selecting an Evaluator
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An evaluator must fully
understand human
subject testing and the
issues regarding
equitable treatment
under the law when
conducting research
with comparison
groups
Evaluation Provides
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Direction (how do we move forward)
Improvement of services
Accountability
Meet funding requirements
Community collaborations
Answers to stakeholders
Sustainability
Ensuring a Future
for the Drug Court
Performance Objectives
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Define sustainability
Understand public relations and community
education as a method to move toward
institutionalization
Identify sources and develop strategies to
expand services and fill gaps through
identification of monetary and non-monetary
resources
Performance Objectives
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Identify the roles and responsibilities within
partnerships
Examine strategies to enhance system
integration and develop a plan for assessing
capacity
Sustainability
The capacity to institutionalize the juvenile
drug court by integrating the processes into the
mainstream juvenile justice system.
This is viewed by some as long term stable
funding to support drug court operations. By
others, it is the incorporation of concepts,
strategies and techniques into the ongoing
operations of courts addressing substance
abuse in the juvenile justice system.
Building Support Through
Education and Outreach
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What groups do you want to educate?
Which individuals or sectors within groups do
you want to reach?
What are you hoping to achieve?
JDC as Part of the
Community
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Team members on local boards and
committees
Participation in community projects
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Make a Difference Day
Community Clean-up Projects
Soup Kitchens
Local government representatives on advisory
board or steering committee
Community campaign to educate local
government
Involving Politicians
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What roles can they play?
How have you involved politicians in your
juvenile drug court process?
How might you engage them?
Media Relations
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Normalizing the drug court
Ally or foe
Balancing the good and the bad
Assessing the Internal
Environment
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Level of commitment of department heads
Level of commitment of middle management
Level of commitment of line staff
Value of Partnerships
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Program support
Partners are often stakeholders
Opportunity to support other youth and
family initiatives
Expand available services
Identifying Our Partners
Internal
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Justice
Team member organizations
Other
External
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Community organizations serving this population
Businesses
Service Clubs
Other
Steering Committee/Advisory
Board
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Make sure it is multidisciplinary
Assure public, private and non-profit
representation
Include community leaders
Make certain it is culturally representative of
your target population
Include consumer representation
Seeking and Forming New
Partnerships
Steps
 Determine what participant -youth and
family- ‘needs’ are currently unmet (survey,
focus groups)
 Determine what service gaps exist (survey,
mapping)
 Determine what kind of resource is needed
– monetary or non-monetary
 Determine who can mutually benefit from a
partnership – sharing resources and
referrals
Using Data to Leverage
Funding
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Outcomes
Evidence of special problem areas
Emerging trends
Matching measures of success
Professional Fundraising
Consider:
 Your experience level with these activities
and working with a professional
 Potential targets e.g. the public,
foundations
 Developing a fundraising plan
Monetary Resources
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Local
State
Federal
Private
Communication and
Integration
MIS Questions
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How is information being collected by all
partners?
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How is information exchanged?
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What systems are in place (automated or
manual) for integration of information?
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If automated integration is a possibility,
what resources are necessary to
implement such a plan?
Integration = Collaboration
Through collaborations we can:
Avoid duplication of services
 Reduce or eliminate unnecessary
information gathering and record-keeping
 Expand available services to a greater
number of families
 Provide additional services to youth and
families
 Create a more seamless system
Sustainability Planning
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What happens after the grant ends?
How can we get local dollars reallocated to
support the JDC?
How can we enhance our programs?
Strategic Planning
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Vision, mission, and goals
Outcome-driven
Planning at the front end and as a
continuing process
Tips to Remember
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Linkages are critical to your effectiveness and
your survival
Be part of other community endeavors and
invite key leaders to be part of yours
Measure and communicate your outcomes
Create a sustainability plan that includes
development of long term support systems
Tips to Lead
Comprehensive Assessment
and Planning
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Use screening and assessment instruments
that are appropriate for adolescents in the
juvenile justice system.
Ensure your tools are strengths-based, if not,
add open-ended strength-focused questions.
Use the CSAT TIPs series as a resource for
choosing tools and providers.
Comprehensive Assessment
and Planning
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Assessment is an on-going process, expect it
from your providers.
Engage the youth, the family and the drug
court team in the planning process and make
sure they ‘own’ the goals.
Effective Case Management
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Compare the philosophy of your policy and
procedures with the philosophy and goals of
case management.
Develop a case management job description
that covers all case management functions.
Gather information on case management from
child protective services and other agencies.
Seamless Continuum of
Services
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Continuously review
your program using
evaluation data
Peer review: Invite
someone from
another JDC to
review your program
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Determine if the gap
is a system gap or a
service continuum
gap
Brainstorm solutions
Plan a retreat
allowing time to
improve
Develop a quality
improvement plan
Staffing
Develop team norms
Foster collaboration
Cross train/shadow co-workers
Develop training for new team members
Develop a shared powerbase
Revisit team goals quarterly
Targeting
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Identify all of your referral points
Develop a presentation on your targeting
process for your team
Schedule and conduct training at convenient
times
Therapeutic Jurisprudence
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As a team, meet with the judge and discuss
roles and responsibilities
Seek the judge’s input in planning for
enhancements in structure, programming and
linkages
Encourage the judge to use the strengths of
the team, youth, families and community in
problem-solving and decision-making
Therapeutic Jurisprudence
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Support the judge on the tough decisions and
provide him/her with the information
necessary to make effective choices
Work with the judge to build strong linkages
to justice system partners
Use a team charter to help guide transition or
temporary substitutions
Sustainability
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Linkages are critical to your effectiveness and
your survival
Be part of other community endeavors and
invite key leaders to be part of yours
Measure and communicate your outcomes
Create a sustainability plan that includes
development of long term support systems