Evidence-Based Strategic Planning in Southern California
Around the country, corrections is at a point of crisis and opportunity. The economic situation at the national, state, and county levels is compelling difficult choices about allocations of resources. Leaders have been forced into a reactionary mode as they face bad news and tough decisions, seemingly on a daily basis. At the same time, many are ready to consider radical departures from current business models in order to close the budget gap while still providing essential services. Efficiency is critical, and solutions that offer the maximum benefit for the dollar are likely to be politically and publicly appealing in the current climate. Evidence-based practices offer an effective and efficient approach to public safety, so the time is ripe for their adoption. The development of evidence-based systems begins with thoughtful planning.
To facilitate the development of evidence-based strategic plans, the National Institute of Corrections is offering technical assistance to San Luis Obispo County, San Diego County, and Imperial County. Each county is at a different phase of implementation, but each brings enthusiasm and commitment to moving forward with research-proven policies and practices. NIC has contracted with the Crime and Justice Institute (CJI) to facilitate strategic planning in these three jurisdictions.
CJI sees the purpose of this work as threefold:
- Build A Plan.
- Develop Capacity.
- Leverage Resources.
The primary goal of this work will be to develop a clearly articulated strategic plan and timeline for the implementation of EBP in each county, including defined roles and responsibilities. In order to build a feasible plan that truly meets the needs of the organization, a comprehensive assessment of organizational climate, policy and practice, and effective collaboration will be conducted and used as the basis for planning.
A plan is only useful if an organization has the capacity to implement it. This includes a clear understanding of the steps needed for implementation and the ability of leaders at all levels to facilitate those steps. A secondary goal of this work will be to develop the capacity of executives to lead comprehensive organizational change, and the capacity of those in implementation roles to manage their work.
Because several jurisdictions will be developing strategic plans concurrently, in the context of other evidence-based efforts in California, there will no doubt be opportunities for collaborative efforts in policymaking, planning, implementation, and securing funding. A tertiary goal of this work will be to foster collaboration across jurisdictions, and to develop ties with external supports and funders.
