Goal 1: Time
Improve Time Available for Quality Supervision
STRATEGIES
Strategy 1:
Develop and deploy the Integrated Dynamic Risk Assessment for Community Supervision( IDRACS).
Relying on risk assessment to inform the intensity of services ensures we spend our limited time on those who need it most. Hence, it is a critical first step in delivering Person-Centered Supervision. With support from the National Institute of Justice, we developed a new risk instrument to predict the probability of felony or violent-misdemeanor arrests for individuals on community supervision.
The IDRACS project has multiple objectives:( a) test artificial intelligence / machine learning algorithms against traditional statistical models,( b) incorporate dynamic variables,( c) identify protective factors, and( d) integrate uncertainty into predictions.
In short, IDRACS will assess risk factors to inform supervision strategies in real time. Additionally, we will use the data collected from IDRACS to validate and incorporate a Needs Assessment component.
Strategy 2:
Conduct a Workload Analysis to identify time drains for officers, counselors, and community coordinators.
Regardless of academic findings or policy priorities, the responsibility of implementing evidence-based practices( EBPs) rests on the shoulders of Community Supervision Officers( CSOs). People enter the probation / parole fields to help others and serve their communities.
Working in community corrections, however, is riddled with stress, emotional exhaustion, and role disputes. More importantly, the top three sources of psychological distress for officers— excessive paperwork, unreasonable deadlines, and large caseloads— coalesce into a single underlying problem: insufficient time with supervisees. Therefore, it is plausible that steps to create sufficient time for CSOs to deliver high-quality services will improve outcomes.
To this end, we partnered with Deloitte Innovation Solutions to identify time drains for DCS employees. Based on the findings, DCS leadership will craft strategies to mitigate time drains and reinvest the recouped time into service delivery.
FY24- FY27 STRATEGIC PLAN PAGE 5