slide1 n.
Skip this Video
Loading SlideShow in 5 Seconds..
Transition from Jail to the Community: The TJC Effort in Howard County Maryland ACA Presentation PowerPoint Presentation
Download Presentation
Transition from Jail to the Community: The TJC Effort in Howard County Maryland ACA Presentation

Transition from Jail to the Community: The TJC Effort in Howard County Maryland ACA Presentation

161 Vues Download Presentation
Télécharger la présentation

Transition from Jail to the Community: The TJC Effort in Howard County Maryland ACA Presentation

- - - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript

  1. Transition from Jail to the Community: The TJC Effort in Howard County Maryland ACA Presentation August 10, 2013 Patricia “Trish” Schupple Deputy Director, Howard County Department of Corrections

  2. Howard County, Maryland

  3. Between Baltimore and Washington, D.C.Part of the Baltimore Metropolitan Area. Part of media and employment markets of Washington D.C.

  4. About Howard County • Population around 290,000. • Cited for affluence, quality of life, schools and libraries. Ranked third wealthiest U.S. county by median household income by Census Bureau. • Main population center (Columbia/Ellicott City) named among Money Magazine’s 2010 "America's Best Places to Live.“[ • Schools frequently rank first in Maryland as measured by test scores and graduation rates. Library ranked #1.

  5. About Howard County Corrections • Executive Department - Director reports to elected County Executive • Jail capacity of 461; Generally averages around 340. • Includes almost 100 BICE detainees held under contract • Leaves about 250 locally committed individuals.

  6. About Howard County Corrections • Staff – As of 7/1/2013 --- 148 • 131 uniformed; 7 classification, community programs and compliance; and 10 administrative. One contingent contractual person for reentry. • Medical and Mental Health Services contracted. • Host for programs (addictions, mental health transitions, education, parenting and reentry planning).

  7. The Decision To Adopt TJC- Pros • Number of good programs in place • Manageable population • Good relationship with local agencies providing community services • Good relationship with local parole and probation office (DPSCS Community Supervision) • Champion of the effort – Director of Corrections, Jack Kavanagh who has history of reentry initiative development and community collaboration

  8. The Decision To Adopt TJC - Cons • Deficient Jail Management System---data management and individual inmate record • Fledgling in-community coordinating begun part time under series of grants – future funding not certain • Staffing concern – capacity to devote resources to the effort

  9. The TJC Journey • Organization Structure for the effort • CJ Partnership Committee begun in 2012 (prior to TJC) to address justice-involved mentally ill • Called together Community partners to the Reentry Coordinating Council (“Our clients are your clients”) • Developed numerous work groups on different aspects

  10. The TJC Journey • Data development for performance measurement • Guidance of the National TJC Team • Our own--data mining with a toothpick • Gaining community commitment • Gaining and keeping the community human service agencies engaged • Fall 2013 Meeting and Tour

  11. The TJC Journey • Internal Processing – Challenging the Status Quo • 3 Proxy Questions of new intake • Focusing on the Tougher Offender (moderate-high risk to reoffend) • Identifying and adopting an actuarial Assessment (LSIR)

  12. Proxy Risk Score: Risk to reoffend

  13. The TJC Journey • Commitment of all staff – Challenging ourselves to inspire the tougher offender • Involving program staff in the redevelopment – including them in the planning and implementation • Including staff of other agencies working in jail (substance abuse, mental health transitional services, health care/insurance coordination • Engaging uniform staff – understanding their roles

  14. Looking Back - One Year Assessment • Tangibles • Community and CJ leaders are engaged – RCC established • Target population determined • LSIR chosen as assessment tool; staff trained • Data system has been able to produce more helpful information than expected. • Re-organization of leadership positions to support TJC effort --- Reentry Services Manager Position

  15. Looking Back - One Year Assessment • Intangibles • Better Collaboration with Community Agencies • Difficult offender transition cases • Other county initiatives • Staff Development • Opportunities to showcase talents and teamwork • Succession planning – leadership roles • Opportunities for uniform staff to further engage

  16. Looking Forward in TJC • Continuing to reorganize Corrections staffing and resources to sustain the effort--- • Reentry Services Capacity (New Re-Entry Services Manager) • Assessments and Case Planning (purchasing the assessment tool, training and implementation---using existing staff and developing case plans for In-Jail and In-Community services) • Reservation System for In-Jail Programming (3x5 cards to automated system)

  17. Looking Forward in TJC • Funding the staff and program/services support (challenge of going for grants) • Challenge of getting/keeping community agencies involved in planning. • Payoff: Connections at various levels

  18. Looking Forward in TJC • Matching our programs to the areas of need shown in our assessments---finding our gaps in services and filling them • Zeroing in on what is working, what needs to be tweaked – using the performance measures. Training ourselves to carefully determine what the issue is before we try to determine the fix.

  19. Looking Forward in TJC • Building the organizational relationships to support the mission • Making the systemic changes in operation---targeting the scarce resources • Reducing the number of offenders who re-offend.