county of los angeles chief executive...
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County of Los AngelesCHIEF EXECUTIVE OFFICE
713 KENNETH HAHN HALL OF ADMINISTRATIONLOS ANGELES, CALIFORNIA 90012
(213) 974-1101http://ceo.lacounty.gov
WILLIAM T FUJIOKAChief Executive Offcer
March 12,2008
Board of SupervisorsGLORIA MOLINAFirst District
YVONNE B. BURKESecond District
To:
lEV YAROSLAVSKYThird District
DON KNABEFourth District
MICHAEL D. ANTONOVICHFifth District
From:
Supervisor Yvonne B. Burke, ChairSupervisor Gloria MolinaSupervisor Zev YaroslavskySupervisor Don KnabeSupervisor Michael D. Antonovich
William T Fujioka L llÌ~ lLChief Executive Officer -~V\ V'-
IMPLEMENTATION OF THE MANAGEMENT AND PROGRAM AUDITRECOMMENDATIONS - SEVENTH QUARTERLY PROGRESS REPORT
On May 10, 2006, your Board directed the Chief Executive Office (CEO), the Auditor-Controller (A/C), and the Probation Department (Department) to provide quarterly reportsupdating the following: the implementation of the management and programming auditsof the Department, the reorganization of the Department, and the Department's plans toinstitutionalize change in the Department (formalized investigations of staff,implementation of corrective actions, and training of new and existing staff.
This is our seventh quarterly progress report regarding implementation of the Thompson,Cobb, Bazilio and Associates (TCBA) and Child Welfare League of America (CWLA)management and program audit recommendations, respectively, covering the period ofNovember 2007 through January 2008.
Briefly, during the Seventh Quarter, the number of recommendations implementedincreased to 71 (75 percent) of the 95 recommendations that are being tracked, while 17other recommendations (18 percent) are partially implemented. Consequently, there areonly seven recommendations (7 percent) that the Department has not implemented
(Attachment 1).
''To Enrich Lives Through Effective And Caring Service"
Each SupervisorMarch 12, 2008Page 2
I. AUDIT RECOMMENDA TIONS IMPLEMENTA TION STA TUS OVERVIEW
Representatives from the A1C and the Department continue to work with The ResourcesCompany (TRC), a consulting team hired by the A1C in May 2006, to assist theDepartment in effectively implementing the TCBA and CWLA recommendations.
As indicated in Attachment i, of the 95 applicable TCBA and CWLA auditrecommendations:
· 71 (75 percent) have been fully implemented by the Department as confirmed by
TRC;· 17 (18 percent) are in progress or are partially implemented; and· 7 (7 percent) are not yet implemented.
The Probation Department plans to fully implement 9 of the remaining 24recommendations by April 30, 2008, an additional 9 recommendations by July 31, 2008,and the remaining six recommendations by January 2009. Please refer to Attachment IIfor a listing of the status of the implementation of each of the management and auditrecommendations.
II. PROBA TION DEPARTMENT REORGANIZATION
During the past 19 months, your Board has funded a number of additional personnelitems that have assisted the Department to:
· Address span of supervision and the previous "flatness" of the organization;
· Better handle the many operational responsibilities for effective strategicplanning and management; thus, addressing long-term issues;
· Provide the necessary leadership to better prepare the Department for thefuture; and
· Enhance communication internally and externally, including all key stakeholders.
We have previously reported on the Department's use of the additional personnel in thejuvenile halls and camps and other areas in the Department.
II. PLANS TO INSTITUTIONALIZE DEPARTMENTAL CHANGE
During the past eight months, the Department has begun a strategic planning processdesigned to sustain the implementation and continuous process improvement of
evidence-based practices. In particular, the Department has established a StrategicPlanning Steering Committee and seven strategic planning work groups to address
,
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ii
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Each SupervisorMarch 12, 2008Page 3
15 strategic issues. For your reference, the Department's strategic planning charter isprovided in Attachment III. The Department has held two quarterly strategic planningworkshops involving approximately 40 senior managers of the Department. The firstworkshop focused on the need for organizational and cultural change within theDepartment. The second workshop began a discussion of the core competencies thatthe Department needs to see in its executives and senior managers. Both workshopsalso involved updates from the chairs of the strategic planning work groups to the largergroup. The third workshop anticipated to be held in late April or early May will involvereview and discussion of the Department's draft strategic plan that is scheduled forcompletion in late May. The strategic plan wil provide the "blueprint" for the Departmentimplementation of evidence-based practices, supervision, and management for the nexttwo to three years.
IV. STATUS OF PRIOR QUARTER PROGRESS REPORT GOALS
In the prior quarterly report, the following goals were identified for completion during thisSeventh Quarter. A brief description of their status is provided.
. . .GOâl... .
Train Probation and Mental Healthcamp staff as small group faciltatorsrunning EBP interventions: (a) Thinkingfor a Change (T 4C) for Challengercamps or (b) Girls Moving On (GMO)for Scott/Scudder camps.
Refine the continuum of EBPinterventionsl services that begin incamp and that need to continue in thecommunity after juveniles are releasedfrom camp.
Begin fidelity assessments of. the eightCamp Redesign Phase 1 camps on (a)application of the EBP I CCP I MItraining, (b) small group facilitation ofThinking for a Change and Girls MovingOn interventions, and (c) implementa-tion of the new RTSB behaviormanagement system to be used in all18 camps.
.Im plemøntation Status
TRC has trained 18 Probation/DMH staff asT4C facilitators and is scheduled to providebooster training to them in March 2008.TRC has trained another 18 Probation/DMHstaff as GMO facilitators and providedbooster training to them in September andNovember 2007.
RTSB staff are in the process of finalizingthe core EBP interventions that wil begin incamp and be completed in the community,anticipated for completion by May 30, 2008,consistent with completion of its strategicplan.
In August - September 2007, theDepartment's Program Evaluation Offce(PEO) staff conducted an initial assessmentof RTSB's implementation of the above EBPstaff skills. In December 2007 - January2008, PEa staff conducted an assessmentof the Thinking for a Change intervention atCamp Scobee.
Each SupervisorMarch 12, 2008Page 4
Goal Implementation Status
Work with the Antelope Valley Parole Probation has initiated meetings withTask Force to develop strategies and representatives from numerous agenciesresources for providing EBP programs including the cities of Palmdale andand services to juvenile and adult Lancaster and has provided them with EBPprobationers in and around the cities of presentations, with a focus on preventionLancaster and Palmdale. and intervention services.
Begin a strategic planning process to Probation has established a Strategicdevelop strategies and action plans to Planning Steering Committee and sevencontinue and sustain implementation of strategic planning work groups to address 15evidence-based practices. strategic issues. The Chief Probation Officer
continues to chair a ComprehensiveEducation Reform Committee to reformeducation programs in the County's juvenilehalls and probation camps. The Chief hasinitiated an interagency work group toexplore the identification and development ofways to blend and leverage various sourcesof funding potentially available to pay forEBP interventions and services.
I
V. EIGHTH QUARTER PROGRESS REPORT GOALS
Over the next reporting quarter, February through April 2008, the Department anticipates:
· Developing a draft strategic plan to sustain evidence-based practices over thenext 2 to 3 years, including but not limited to strategies related to (a) CampRedesign; (b) emerging adult probationers; (c) staff recruitment, retention,internships and succession planning; (d) Dashboard reporting of probationoutcomes and performance indicators; (e) CBO, FBO and community capacitybuilding; and (f) financial leverage of funding for EBP interventions and servicesin residential settings, (Le., juvenile halls, camps, and group homes) and those inthe community.
· Developing a strategic action plan to implement comprehensive education
reform in the County's juvenile halls and probation camps.I-
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· Initial implementation of a Dashboard reporting system for monthly reporting ofprobation outcomes and indicators and preparing a six-month progress report toyour Board on such indicators.
Each SupervisorMarch 12, 2008Page 5
The A1C has validated the implementation status of the recommendations. The CEO,A1C, Probation Department, and TRC believe significant progress continues to be made.
If you have any questions regarding this matter, please contact Deputy Chief ExecutiveOfficer Doyle Campbell, Public Safety, at (213) 893-2374 or your staff may contact ChiefDeputy David M. Davies, Probation Department, at (562) 940-2511 or Chief DonChadwick, Countywide Contract Monitoring Division of the Auditor-Controller, at (626)293-1102.
WTF:SRH:RDCJW:VC:yjf
Attachments (3)
c: Executive Officer, Board of Supervisors
Auditor-ControllerChief Probation Officer
7'h.auarterly. Report. bm
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TC
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TC
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TC
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./
TC
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May
200
8in
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Oth
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Are
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TC
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59
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Prog
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Pla
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CW
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take
hold
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CW
LA
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stin
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ew./
Dec
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8in
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CW
LA
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Upd
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and
publ
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the
Juve
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Man
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trol
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Wor
k O
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No.
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Aud
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Con
trol
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Wor
k O
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No.
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8).
6
ATTACHMENT II
LOS ANGELES COUNTY PROBATION DEPARTMENTSTRATEGIC PLANNING CHARTER
PurposeTo outline the scope of the Probation Department's process to develop a strategic planthat will determine and communicate - both internally and externally - how theDepartment plans to sustain its implementation of evidence-based practices (EBP) andto introduce evidence-based management (EBM) in 2008 through 2010.
Background
During the past eight months, the Department has begun implementation of EBP in thejuvenile camps and is beginning with the juvenile and adult field offices through thefollowing initiatives:
· Camp Redesign programming
· EBP training of Residential Treatment Service Bureau (RTSB) staff
· Juvenile and adult risk/needs assessment and case plan development
· Quality assurances (QA) services development
· Community outreach / community building.
During the next 10 months, the Department will complete the initial implementation ofthe EBP Comprehensive Action Plan, the Camp Redesign Implementation Plan as wellas the 95 TCBA/CWLA management and program audit recommendations. Planningfor and execution of these EBP implementation tasks will require significantcollaboration - both internally and externally - to achieve the Department's goals andoutcomes.
Proposed Scope of Strategic Planning
The strategic planning process should enable the Department to establish an actionplan to sustain EBP implementation and to introduce evidence-based management.
Strategic planning to sustain ESP implementation
Where are
we now?Where are
we going?
What wil
we do?
How wil
we do it?
As indicated above, the strategic planning process needs to focus on threeareas - programs, organizational development, and collaboration - that are critical to
August 28, 20071
ATTACHMENT II
achieving the Department's prime objectives of reducing recidivism and helping juvenileand adult offenders become productive members of their communities.
Programs
· Financial Stabilty: The Department needs to identify opportunities/threats andstrengths/weaknesses that could affect the organization's financial abilty to sustainEBP implementation in the coming years. The strategic planning process shouldestablish an ongoing process for assessing the impacts of external reforms - childwelfare, mental health, juvenile/adult prison reforms, etc - on the Department'smission, goals and priorities, and funding requirements and capacity.
· ESP Programming: The Department needs to continue 'programming how juvenilecamp and juvenile/adult field staff address criminogenic needs and responsivityfactors through EBP interventions provided by Probation, DMH, LACOE, community-based organizations (CBOs) and faith-based organizations (FBOs). The strategicplanning process should facilitate cross-bureau planning and the externalcollaboration needed to establish a continuum of care and EBP interventions andservices.
· California Department of Corrections and Rehabiltation (DCR) Division ofJuvenile Justice (DJJ) Wards: In his FY 2007-08 Proposed Budget, the Governor
indicated that "Beginning July 1, 2007, the DJJ will start the process of reducing thepopulation of juvenile offenders housed in State facilities by using local facilities, andwill provide financial resources to support their programs and housing needs. TheDJJ will reduce its population so that only the most serious and violent juvenileoffenders are housed in State facilities. Offenders convicted of lesser crimes wilremain at the county leveL" On August 24, 2007, the Governor signedSenate Bill 81, which among various changes provided that effectiveSeptember 1, 2007, only minors with a sustained 707(b) petition could be sent to aState juvenile facility. The strategic planning process should facilitate identificationand implementation of additional EBP programming to deal with the criminogenicneeds and responsivity factors of this population.
· Juvenile Camps Physical Plant Reconfiguration: The Department is currentlyworking with the Chief Administrative Officer (CAO) and the Department of PublicWorks (DPW) to develop a Board report on the scope and estimated cost ofreconfiguring the County's 18 existing juvenile camps and other prospectiveproperties (e.g., Barley Flats) to podular units that would provide more appropriatespace for EBP supervision and treatment as well as modernization of facilities thatare, on average, 33 years old (the newest is 17, and the oldest is 56 years old). Thestrategic planning process should facilitate an ongoing process of prioritizing thedesign and construction of such capital improvements.
· Emerging Adult Probationers: In response to a burgeoning State prison populationand a recidivism rate that is the highest in the country, the Governor included in his2006-07 Proposed Budget, for the first time, State funding for adult probationservices. ""is proposal, called the California Adult Probation Accountability and
Rehabilitation Act (CAPARA), provides enhanced funding for adult probationservices. The funding is designed to target offenders between the crime-prone ages
August 28, 2007 2
ATTACHMENT II
of 18 and 25. If enacted, the proposal would afford probation an opportunity to buildupon its success in addressing juvenile crime and recidivism under the auspices ofthe state-funded Juvenile Justice Crime Prevention Act (JJCPA) and reduce thenumber of young adults making their way to state prison.
· Dashboard Reporting System: The Department is currently developing a pilotversion of a dashboard reporting system - a type of executive information system -(initially with 4 performance indicators) that will provide Department managementand supervisors with summary performance information to measure and report theeffectiveness of ESP implementation in the juvenile camps and subsequently in thejuvenile/adult field offices. The strategic planning process should facilitate theongoing expansion and refinement of dashboard-type client outcomes andperformance indicator tools for measuring the success of ESP implementation andprogram results.
· Continuum of Services. During the past two years, the Department has identifiedthe need to establish a continuum of services for both juvenile delinquents and adultoffenders. The strategic planning process should facilitate identification of methodsto (a) link programs and initiatives and (b) cut across bureau lines in the delivery ofinterventions and services.
Organizational Development
· Staff Recruitment I Retention: The Department is shifting its mission from one ofsimple custody and compliance with probation terms and conditions to one ofassessment and treatment of criminogenic needs in order to reduce recidivismamong both juvenile delinquents and adult offenders. The change in Departmentalfocus necessitates a change in future staff orientation from law enforcement to ESPtreatment. The strategic planning process should facilitate identification of sourcesand strategies for recruiting appropriate staff consistent with this change ofDepartmental focus.
· Internships: The Department is currently working with a number of local collegesand universities to provide internship opportunities for students majoring in criminaljustice, social work, and related programs. Last year, the Department employed 15full-time equivalent (FTE) interns to provide case management assistance to juvenilefield probation officers. The strategic planning process should facilitate methods todramatically expand the Department's internship opportunities as well as encouragemore inclusion of EBP principles and interventions in the academic curricula of theparticipating colleges and universities.
· Succession Plan: The Department wil likely experience a significant number ofretirements among senior/middle management and first-line supervisors in the nextfive years. Accordingly, the strategic planning process should facilitate thedevelopment of a succession plan to address staff turnover.
· Saba Learning Management System (LMS): The Department is in the process ofimplementing the Saba LMS acquired by the County to replace the 20-year oldRegistrar training records system. However, the Saba LMS can also be used toenhance components of the Appraisal of Promotability process by (a) documenting
August 28, 2007 3
ATTACHMENT II
the knowledge, skills and aptitudes (KSAs) - core competencies -associated with allDepartmental positions, and (b) providing the capabilty to establish professionaldevelopment plans for applicable staff. The strategic planning process shouldfacilitate establishing the requirements and processes for utilizing the Saba LMS forthat purpose.
. Training and Learning Development Services (TLDS): During the past year, theDepartment has begun 3 major training initiatives: (1) development of entry-level,DSB, and RTSB academies; (2) development of EBP staff skills / interventionscurricula; and (3) implementation of the Saba LMS. The strategic planning processshould facilitate the integration of these 3 initiatives on a Department-wide basis,and define the training roles and responsibilities of the TLDS Division and all thebureaus.
. Cultural Transformation: The current EBP training of juvenile camp staff is just thebeginning of a multi-year cultural transformation of the way in which the Departmentand its partners - the courts, law enforcement, other County departments, LACOE,and CBOs/FBOs - detain, supervise, educate, and treat juvenile delinquents andadult offenders in order to reduce recidivism. The strategic planning process shouldfaciliate (a) identification of necessary and desired changes in detention,supervision, and treatment programs, as well as the administrative and financialfunctions that support such programs and (b) initial and booster training of line staff,supervisors, and mangers in such programs.
Collaboration
. Probation Case Management System (PCMS): Implementation of PCMS willundoubtedly result in identification of assessment, case planning/case management,court reporting, and other issues related to juvenile probation systems and
processes. The strategic planning process should facilitate cross-bureau planningand external collaboration with educational services, health services, and mentalhealth services agencies needed to address such PCMS implementation issues.
. "Charter Schools:" For the past 4 months, the Department has been exploring the
development of a three-year pilot project to establish a "charter school" for thejuvenile girls at Camps Scott and Scudder. On June 19th, the Board of Supervisorsdirected the Chief Probation Officer to collaborate with LAUSD, LACOE, theProbation Commission, the County Librarian, DMH, CPC, and the Chief ExecutiveOfficer to "develop a comprehensive plan to dramatically reform educational
programs in the County's juvenile halls and probation camps, including an
exploration of the feasibility of charter schools..."
. Community-Based Organizations: Implementation of EBP started in the camps,where the Department has a greater opportunity to begin EBP interventions toaddress criminogenic needs, because they will have a "captive audience" for 6 to 12months. However, in most cases, EBP treatment and services will continue and becompleted in the community. The strategic planning process should faciltate"partnering" in the funding, alignment and delivery of EBP interventions and servicesprovided by Probation, other County departments, and CBOs/FBOs.
August 28, 2007 4
ATTACHMENT II
In addressing these strategic issues, the Department needs to (1) prioritize them, (2)identify the one-time and ongoing costs of implementing resulting strategies, and (3)ensure that the resultant strategic plan is aligned with the County strategic planning
goals and objectives. As the strategic plan is developed, it should also identifyDepartment accomplishments that have occurred during the past 12-18 months.
Strategic Planning Committee
The Probation Department has established a Strategic Planning Committee comprisedof the following members:
. Robert Taylor - Chief Probation Offcer
· Dave Davies - Chief Deputy Probation Officer
· Vince laria - Executive Assistant
· Robert Smythe - Administrative Deputy, Administrative Services
· Fred Nazarbegian - Chief Information Officer
· Dawn Weinberg - Director, Training & Learning Development Services.
The Strategic Planning Committee will serve as the steering committee for the strategicplanning process.
Strategic Planning Work Groups
The Strategic Planning Committee wil establish ad hoc work groups to address theissues identified on pages 2-4 of this strategic planning charter. The initial strategicplanning work groups (Attachment A) will focus on the following issues:
· Financial stability
· Comprehensive education reform (June 19, 2007 Knabe motion)
· Probation outcomes and performance indicators (July 31, 2007 Antonovich motion)
· Staff recruitment/retention, internships, and succession planning
. Emerging adult probation
. CBO capacity building.
The Strategic Planning Committee wil establish a specific charter for each work groupand assign cross-bureau teams to work on each set of strategic planning issues.
Strategic Planning Support
Initially, the strategic planning process will be supported by The Resources Companyconsultants and strategic planning staff from the Quality Assurance Services Bureau.At this point, the latter only consists of a program analyst and a secretary (theDepartment had requested 8 personnel items for its Strategic Planning Office). Thismeans that members of strategic planning work groups may be called upon to providestaff support for their work groups.
August 28, 2007 5