Presentation on theme: "C RIMINAL J USTICE C OORDINATING C OUNCIL P UBLIC M EETING Executive Office of the Mayor | Superior Court for the District of Columbia | Council of the."— Presentation transcript:
C RIMINAL J USTICE C OORDINATING C OUNCIL P UBLIC M EETING Executive Office of the Mayor | Superior Court for the District of Columbia | Council of the District of Columbia Court Services and Offender Supervision Agency | Department of Corrections Department of Youth Rehabilitation Services | Federal Bureau of Prisons | Metropolitan Police Department Office of the Attorney General | Pretrial Services Agency | Public Defender Service | United States Marshals Service US Attorney’s Office | US Parole Commission WELCOME P RESERVING AND P ROMOTING P UBLIC S AFETY T HROUGH P ARTNERSHIPS I NTERAGENCY C OLLABORATION : D IFFERENT R OLES – C OMMON G OALS
CJCC Overview As an independent agency, the Criminal Justice Coordinating Council (CJCC) for the District of Columbia is dedicated to continually improving the administration of criminal justice in the city. The Mission of the CJCC is to serve as the forum for identifying issues and their solutions, proposing actions, and facilitating cooperation that will improve public safety and the related criminal and juvenile justice services for District of Columbia residents, visitors, victims and offenders. The CJCC draws upon local and federal agencies and individuals to develop recommendations and strategies for accomplishing this mission. The guiding principles are creative collaboration, community involvement and effective resource utilization. CJCC is committed to developing targeted funding strategies and the comprehensive management of information through the use of integrated information technology systems and social science research.
District of Columbia Public Schools | 1200 First Street, NE | Washington, DC | T | F | DCPS Attendance Intervention and Outreach Plan October 2012
4 Youth Engagement: Chronic Truancy Data as of June 7, 2012 SY10-11SY11-12 Elementar y 4.7%5.4% Secondar y 20.9%17.4%
Scope of the Problem: Truancy Initiative Schools (TIS) Note: Top 6 Truancy Initiative Schools (TIS) selected using combination of truancy rate & enrollment size
Taking Action: What Are We Doing To Get There? Middle Schools Expand TCDP from 2 to up to 6 schools High Schools increase staffing by $800K and increase case management Elementary Schools Increase Referrals from 18% to 100% The Office of Youth Engagement provides: tools, training, and support including assistance in forming partnerships, services for parenting teens, and Early Warning Interventions. Schools directly provide engagement with parents and communities, innovative supports, and a positive school culture Schools Central Office Central Office Support: Attendance targets included & tracked in CSPs, DC STARS updates to track root causes, interventions & MPD pick-ups, TruancyStat
Planned Truancy Interventions InterventionExplanationMeasure of Success Beginning with training in July and implementation in August, DCPS will comply with all referral requirements at all schools (Elementary Grades) DCPS will centrally monitor unexcused absences logged at each school and the number of referral calls made by each school to ensure complete compliance DCPS will track changes in referral and truancy rates compared to prior years noting differences by school and grade level to ensure 100% compliance with referral rates. At the beginning of the school year, DCPS will expand use of The Truancy Court Diversion Program (TCDP) in middle schools. (Middle Grades) While truancy rates are not at their highest in middle schools, we already have data to indicate which students are prone to truancy leading to our 9 th grade crisis. DCPS will track In Seat Attendance rates for students who participate in the TCDP to increase ISA for all participating students. Through the High School Case Management Initiative, DCPS provides case management support to a cohort of 9 th graders at TIS High Schools. While the first year of the program did not lead to reduced truancy rates, more families gained access to needed social services. DCPS will work with CFSA and human services to enhance the partnership. Working with the truancy task force, DCPS will track the number of students referred for social services, monitor progress in the reduction in truancy rates in the population and ensure increase in ISA. Beginning at the start of the school year, DCPS will add 8 social workers at the six schools with the highest truancy rates (TIS High Schools) DCPS will provide dedicated staff members to each of the six schools that account for the greatest number of truant students to assist in calling parents, working with students and making referrals. DCPS will track changes in truancy rates compared to prior years at the six targeted schools, compare changes in truancy rates in the six targeted schools to changes as compared to other DCPS schools and to ensure decrease in truancy.
Comprehensive & Targeted Strategies Elementary Resources for Intensive Schools : Chancellor’s Challenge Truancy Stat Intensive Central Office Support Strategic Partnerships: JGA for case management support, early intervention and outreach CFSA for integrated case planning Middle Resources for Intensive Schools : Chancellor’s Challenge Truancy Stat Intensive Central Office Support Strategic Partnerships: DC Superior Court, CJCC and CFSA for expansion of early intervention and case management (Truancy Court Diversion Program (TCDP)/Byer court model) High Resources for Intensive Schools : 8 additional social workers Specialized data reports Professional Learning Communities Chancellor’s Challenge Truancy Stat Intensive Central Office Support Strategic Partnerships: CFSA for expansion of Collaboratives for case management DDOT for subsidized transportation pilot District-Wide Goals: ISA Increase to 92% Truancy Reduction (Non-TIS) of 20%Truancy Reduction (TIS) of 25% 100% Compliance with CFSA and CSS Referral Rates District-Wide Goals: ISA Increase to 92% Truancy Reduction (Non-TIS) of 20%Truancy Reduction (TIS) of 25% 100% Compliance with CFSA and CSS Referral Rates
Substance Abuse Treatment and Mental Health Services Integration Taskforce (SATMHSIT) Chair: Nancy Ware Director, Court Services and Offender Supervision Agency Co-Chair: Stephen T. Baron Director, District of Columbia Department of Mental Health Co-Chair: Shaun Snyder Senior Deputy Director, Addiction Prevention and Recovery Administration, Department of Health
Identified System-Wide Needs in Mental Health and Substance Abuse Key Initiatives for 2012 * Areas with specific accomplishments 1. Education of health and criminal justice systems. 2. Collaboration with DOC for release planning. 3. Expanding the Substantial Compliance Model to adult probation/parole matters. 4. Collaboration with BOP for release planning. 5. Resource mapping. 6. Examining performance based outcomes in treatment and criminal justice standards/outcomes. 7. Coordinating grant opportunities/Identification of grants. 8. Integrated co-occurring treatment providers. 9. Expanding housing options. 10. Basic information regarding service coordination. 11. Expansion of Mental Health Community Court to post-adjudication.
Mental Health and Substance Abuse Education The Substance Abuse Treatment and Mental Health Services Integration Taskforce’s (SATMHSIT) first annual Conference, “The Intersection of Mental Health Services, Substance Abuse Recovery, and the Criminal Justice System” was held on July 27, Educated key stakeholders on current issues, developments, and ways to further collaborate on the substance abuse and mental health issues in the criminal justice system.
DOC Discharge Planning Workgroup CJCC Discharge Planning Subcommittee to examine further collaboration with DOC in order to better serve our substance abuse and mental health population upon release. Currently, the group is working to coordinate medication planning for releasees who have mental health and substance abuse issues.
Substantial Compliance Model for Parolees USPC creation of a special docket for responding to non- compliance of mentally ill non-violent parolees instead of revocation. Total # of dockets held: 11Total # of warrants issued: 6 # of initial hearings conducted: 19 # of warrants issued for failure to report for MH docket: 2 # of status (re-) hearings conducted: 10 # of warrants issued for failing to comply with case plan: 4 Total # of individuals currently considered substantially compliant: 13
Substantial Compliance Model for Parolees (cont.) Next Steps: Extend Pilot through April 2013 Phase II (October 2012 – January 2013) Add 2 additional CSOSA male teams Add remaining CSOSA female team Increase to 6-8 cases per docket Phase III (February 2013 – April 2013) Add remaining CSOSA male teams Analysis of data collected during Phase I and Phase II
CSOSA/BOP Release Planning Collaboration Information Sharing Process to Enhance Continuity of Care CSOSA and the BOP are now working closely together on the transfer of health-related information to facilitate continuity of care and have implemented two strategies to facilitate such transfers. BOP is now sending CSOSA mental health and medical information on all DC inmates housed at their Federal Medical Centers (FMCs) that are within 90 days of release. DC inmates with severe mental health disorders or serious medical problems housed at prison facilities (other than FMCs), CSOSA is now able to request the necessary records from a designated BOP point of contact. One potential data sharing solution is the automated transmission of mental health and medical information from the BOP to CSOSA. BOP has formed a multidisciplinary committee to address the technological, privacy, and workforce challenges associated with this option.
CSOSA/PSA/APRA Explore Enhancements to the Client Referral and Intake Process On August 8, 2012, APRA representatives briefed CSOSA and PSA staff on APRA’s automated client information system, District Automated Treatment Accounting (DATA). APRA requested that CSOSA and PSA complete various screens in the DATA system prior to referring an individual to APRA. One of the major advantages of this information sharing process would be the communication of already existing substance abuse and recovery information from CSOSA to APRA before assessment. Another advantage of this information sharing process would be CSOSA staff being able to track and rapidly determine the participation status of all referrals. CSOSA and PSA workgroup is recommending that a two-fold strategy be pursed with regards to accessing APRA’s DATA system: ◦ Near term approach involving manual input of relevant client referral data ◦ Long term approach involving linkage of IT systems to automatically import client referral data
Resource Mapping CJCC developed an online resource locator– a publicly accessible, interactive online resource guide for both criminal justice practitioners and community members. It is slated for release late fall. The resource locator is designed to enhance access to mental health and substance abuse treatment needs, as well as other social service needs.
Performance-Based Outcomes Workgroup Creation of the CJCC Performance Based Outcomes Workgroup to examine measures for performance based outcomes for treatment providers and criminal justice agencies. Currently, a review of current partner agency performance measures is underway.
Grant Coordination New mechanism established by CJCC to identify and notify the partner agencies of local and federal grant opportunities. This includes a written grant detail review for the partners. CJCC will continue these efforts in the upcoming year by expanding its coordination efforts.
WARRANTS Co-Chair: Cathy Lanier Chief, MPD Co-Chair: Michael Hughes U.S. Marshal October 25, 2012 October 25, 2012
21 Outstanding Warrants as of January Felony Warrants 170 Juvenile Warrants 375 Misdemeanor Arrest Warrants 12,264 Non-Felony Bench Warrants 1,203 Other Warrants 14,933 Total Outstanding Warrants
22 Phase 1, Felony Warrants The initial emphasis was placed on clearing 921 outstanding felony warrants. These cases were prioritized to remove as many violent offenders as possible. The working group identified cases with positive leads to arrest wanted individuals or otherwise clear the warrant.
Outstanding Felony Warrants 23 On January 19, As of October 16, = 447 This is a 48.5 % decrease
24 Phase 1, Felony Warrants Monthly Results
Phase 2, Non-Felony Warrants Non-Felony Bench Warrants have been reduced from 83 % of all outstanding warrants to 81% of all outstanding warrants. Of the 10,596 current Non-Felony Bench Warrants: 47 % are Misdemeanor Bench Warrants – 5,044 ◦ 1,095 were issued prior to 2007, down from 1,262 ◦ 167 removed since April 25, 2012 ◦ 38% of all outstanding warrants 44 % are Traffic Bench Warrants – 4,671 ◦ 1,558 were issued prior to 2007, down from 1,604 ◦ 46 removed since April 25, 2012 ◦ 35% of all outstanding warrants are Traffic Bench 8 % are Intra-Family Bench Warrants – 881 ◦ 27 of the warrants predate
Clearing Non-Felony Warrants In conjunction with the CJCC, a working group was established to administratively clear Non-Felony warrants issued prior to These warrants account for 20% of all outstanding warrants, down from 21% in April
27 Non- Felony Bench Warrants Monthly Results
28 Phase 2, Reduce Outstanding Non-Felony Warrants January 19, 2011 = 12,264 October 16, 2012 = 10,596 Change= -1, % decrease - 10% decrease April 2012
29 Overall Success to Date Total Outstanding Warrants January 19, 2011 = 14,933 As of October 16, 2012 = 12,947 Change= -1,986 13% decrease-11% decrease April 2012
Overall Success to Date
31 Breakdown of Current Outstanding Warrants Juvenile Warrants349 Non-Felony Bench10,596 Felony474 Misdemeanor Arrest319 Other1,209 = 12,947
Breakdown of Current Outstanding Warrants
Agency Updates CSOSA From Oct 1, 2011 to Sep 30, 2012, CSOSA’s Warrant Team (Team 35) has had 2,109 unique offenders assigned to their team, 858 (40.7%) of which have been resolved by leaving the warrant issued status. 33
34 Agency Updates DCSC
35 Agency Updates DCSC
The Road To SUCCESS DC Reentry Initiative Interagency Activities
Purpose ◦ To develop a comprehensive prisoner reentry strategy with a focus on high-risk offenders. Goals ◦ Convene the Reentry Steering Committee ◦ Collaborate with the Reentry Commission ◦ Update and support the implementation of the reentry strategic action plan. Reentry Steering Committee
There are four reentry workgroups designed to carry out the objectives of the steering committee. They include: (1) Employment (2) Education & Training, (3) Housing and (4) Healthcare. Reentry Steering Committee
Workgroup Goal: The Employment workgroup will educate both employers and returning citizens about the benefits of hiring returning citizens and standardize occupational skills training programs. Reentry Employment Workgroup Updates
Activities Include: ◦ Disseminating employment resources to and among stakeholders. ◦ Working with multiple partners to create a criminal background hiring practices training plan. Reentry Employment Workgroup Updates
Workgroup Goal: The Education/Training workgroup will focus on evaluating and monitoring educational and training programs to ensure they reflect the current job market and offer returning citizens the opportunity to obtain and enhance relevant skills. Reentry Education & Training Workgroup Updates
Activities Include: ◦ Partnering with DOES and CC-DC to promote career pathways. ◦ Revised the Welcome Home Guide that is a resource for returning offenders. ◦ Working with external partners to spread awareness of the significant changes to the GED that will take affect in Reentry Education & Training Workgroup Updates
Workgroup Goal: The Housing workgroup will explore ways to address an oversaturated public housing market and a lack of private housing options. Reentry Housing Workgroup Updates
Activities Include: ◦ Partnering with the District of Columbia Housing Authority to develop a list of frequently asked questions for distribution to the local community, reentrants, the Bureau of Prisons, and community supervision staff in an attempt to clarify the process for obtaining housing upon release. Reentry Housing Workgroup Updates
Workgroup Goal: The Healthcare workgroup will address policy changes within the District that prohibit returning citizens from gaining employment and enhance the discharge planning process for individuals returning from prison/and or jail. Reentry Healthcare Workgroup Updates
Activities Include: ◦ Multiple partners including CSOSA and BOP working together to address and improve information sharing. ◦ University Legal Services continues to work with Bureau of Prisons and other partners to improve access to SSI/SSDI for DC residents exiting federal prison. Reentry Healthcare Workgroup Updates
CSOSA Community Resource Day (CRD) is a daylong event where current inmates receive valuable information on resources available to returning citizens. Approximately 200 adult offenders within three months of returning attend these events. Some of the recent accomplishments of CRD are: ◦ In August 2012 the CRD expanded to include six additional BOP prisons from the NE Region were present at CRD by videoconference; ◦ In October 2012 CRD packets containing DVDs, CDs, and resource materials were distributed to all BOP Facilities; and ◦ The CRD is expected to expand to even more Bureau of Prison facilities in November. CSOSA Community Resource Day
Purpose: The Office of Returning Citizens Affairs (ORCA) is driven by a collaborative approach to reentry and focuses on interagency partnerships which include federal, municipal, community and faith-based partners. The Office of Returning Citizens Affairs
Monthly Office Visits to ORCA * March 2012 – Sept 2012 * Walk-in (non-referral) n= 1,214
Employment Training and Placements CDL Training Digital Inclusion Memorandums of Agreement ORCA Resource Center Inside the numbers … CSOSA & USPO Orientation