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3rd Annual Spring Transition to Community Leadership Workshops Strategies and Tactics of Evidence Based Correctional Reform, Reentry & Reintegration April 28 - 30, 2010In Fabulous Las Vegas, Nevada, USA! Program Detail | Faculty | Download Brochure | Hotel & Fees | Local Attractions | Testimonials | Register** Earn up to 18 Continuing Education hours 8:00—8:45 AM: Registration, Breakfast, Networking 9:00 - 4:30 Daily Evidence Based Correctional Reform, Reentry and Reintegration This program is built around the core strategy that anti-social behaviors are just the tip of the iceberg. In order for lasting behavior changes occur, one must get to the thinking beneath. So while the workshop examines the systemic factors in offender reform and reentry, it addresses the thinking and how that is achieved. Participants will learn key Cognitive Behavioral concepts within the context of the Transition to Community models for prisons and jails as developed by the National Institute of Corrections.Topics We Will Cover:
Transforming Your Organization & Managing the Change Implementing EBP programs entail change and the need to manage that change process. Getting staff and stakeholders to “buy into” something new is a difficult art to master! The session will identify components of organizational structure that can affect the success or failure of seemingly "wanted" change initiatives, such as transitions into community. Collaboration and Community Partners Strong and sustained local capacity is the single most critical aspect for success with re-entry initiatives. Local efforts at education, training, planning, and implementation need significant guidance and support in order to build the capacity for system reform. How should your staff roles and functions adapt to account for clients re-entering the community? What is your "go-to-market" plan? It is vital to leverage community resources available to you in your efforts to cut costs and reduce recidivism. To do this effectively, you must have a very good understanding of how to convene and organize our communities, elicit buy-in and investment, plan for sustainability, and ensure quality results throughout the transition implementations process. Learn how to unveil the new criminal justice paradox (navigating the return to social services and corrections’ collaborations) and other best practices: Developing policies and practices that maximize collaborative case planning to help your clients succeed in community. Also, understand and manage the ‘forces of resistance’ and lead change through organizational development Domains of Risk and Appropriate Interventions
Domains of risk have been identified through the work of many researchers
and practitioners. These are domains that are associated with criminal
behavior and recidivism. Knowledge of the domains of risk characteristic
of the offender is most helpful in determining the most appropriate and
effective intervention. The session will also review the match-up between risk factors characteristic of the offending client and the type of program interventions most likely to yield enduring results for success in community. Assessment Practice: Emerging Trends, Tools and Resource for Effective Offender Transitions Assessment is the engine that drives effective correctional and behavioral change programs leading to successful transition to the community. Successful administrators and practitioners must prepare clients to be successful as they transition through their various stages. Transition begins at day-one through the use of effective and systematic screening and assessment practices.Tools for assessing clients have flooded the market in recent years making it difficult to determine the best route for an organization, what assessments or instruments to select and what vendor best meets the needs of the organization and its clients. Emerging Trends In Evidence & Strength Based Practices For decades the field of mental health and social services maintained a focus on juvenile deficiencies and limitations as the basis for addressing solutions. Recent research findings question this deficit-based approach and has moved to a more holistic model that operates efficiently within several evidence based frameworks. Strength-based experts work with clients to discover and highlight individual and family strengths and not focus on weaknesses or deficiencies. Strength based strategies as an approach is a departure from deficit based models that evolved from institutional settings. In the strength base approach the practitioner allows the individual to describe the targeted issues and how he sees the agency assisting in amelioration. At this point the practitioner focuses on the development of an assistive and collaborative partnership which will be made use of in working through the recovery process. Following identification of the targeted problem and forming of a relationship, the practitioner first determines the degree of knowledge, experience, ability and motivation the person already has for resolving the targeted issue and achieving goals. In this way the practitioner acts as a spot-light helping the person reconnect and bring existing skills and abilities to bear on the problems. Next the practitioner acts as an assistive and collaborative partner in exploring, educating and practicing new skills or strategies that would be useful in resolving the targeted issue. The individual remains autonomous and has full choice and control regarding those strategies selected with the help of the practitioner works n a guiding way to strengthen motivation, overcome barriers and implement effective strategies. As the basis for effecting lasting change, this program explores the belief that children and families have unique talents, skills, and life events, in addition to specific unmet needs. The next sessions in the program focus on some prominent evidenced based practices which operate within a strength based framework and are fast becoming "industry standards".
A cognitive-behavioral approach is the primary foundational model for criminal conduct and substance abuse interventions. These approaches enhance the efficacy of judicial workers in preventing recidivism and relapse and promoting prosocial and responsible behavior in their judicial clients
Motivational Interviewing or Motivation Enhanced approaches have applications in various settings including criminal justice, corrections and law enforcement, mental and behavioral health, housing and others. It is a client-centered semi-directive method of engaging intrinsic motivation to change behavior As the basis for effecting lasting change, this program explores the belief that people and families have unique talents, skills, and life events, in addition to specific unmet needs. Performance Measurement and Accountability for Programs' Sustainability and Funding Requirements Increasingly, policy-makers, funding agencies, and the general public are demanding accountability from justice system institutions and social service providers. As the demands on public resources grow, it becomes more and more important to choose wisely how available public resources will be spent. Agencies and organizations working in the human services field have been feeling the effects of this trend, and many struggle to provide meaningful information about the work they do as they pursue funding and other resources to support their programs. Historically, justice practitioners have relied greatly on intuition and personal experience to guide their work and determine consequences for anti-social behavior. More recently, however, performance assessment has become a key component of the evidence-based programming and accountability movement. Performance assessment emphasizes measuring an organization’s ability to do things, encompassing the measurement of productivity (how much they do), effectiveness (how efficiently they do it), quality (how well they do it), and timeliness (how long it takes them to do it). This presentation will cover the basic aspects of performance assessment, in terms of why it should be done, how it should be done, and how the results can be used to benefit the organization. In general, performance assessment links organizational philosophy and mission to specific agency activities, and further allows an organization to determine whether its goals and objectives are being achieved. Measuring performance requires a clear unit of analysis (e.g., individual offenders or clients); consistent data collection procedures and processing; and regular dissemination of important information generated by the data. In measuring performance, multiple outcomes (i.e., measures of success) should be considered that indicate what the organization is trying to achieve (e.g., reduce recidivism, improve school performance, enhance family relationships, etc.). When done well, performance assessment can produce results that improve operational and staff management; assist with resource acquisition, allocation, and budgeting; and inform stakeholders about organizational successes and needs. Recent experiences of a diverse array of jurisdictions across the country illustrate that it is possible, practical, and useful to measure the performance of criminal justice systems and organizations devoted to working with judicial clients. 4:30 Program Concludes Daily
What others have said about Joyfields Institute Evidence Based programs
* Agenda and speakers subject to change without notice Joyfields offers special assistance for international participants traveling to the USA from abroad. Our package includes assistance with obtaining accommodation, visas, and transportation. Let us know if we can assist you in anyway by sending email to international@joyfields.org or calling +1(678)720-2772. Make sure to provide details. Tell us in your email exactly how we can assist. Include a telephone number and email address in all correspondence so we can contact you if necessary.
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