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Continuity of Offender Treatment for Substance Use Disorders from Institution to Community.
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Chapter 2—Case Management and Accountability
Coordinating systems to help the newly released offender can seem overwhelming, due in large part to the burgeoning caseloads carried by public sector agencies. Not only are the criminal justice and substance use disorder treatment systems fragmented and sprawling, but the offender will likely need ancillary services as well (discussed in Chapter 5), which calls for case management. As discussed in Chapter 1, case management can follow an outreach, reach-in, or third-party approach, or some combination of the three. No matter what the model, research shows cost benefits, through reduced recidivism, of cross-system integration for offender transitional services (Inciardi, 1996; Abt Associates, 1995; Swartz et al., 1996).
Case management is the function that links the offender with appropriate resources, tracks progress, reports information to supervisors, and monitors conditions imposed by the supervising agency. These activities take place within the context of an ongoing relationship with the client. The goal of case management is continuity of treatment, which, for the offender in transition, can be defined as the ongoing assessment and identification of needs and the provision of treatment without gaps in services or supervision. Accountability is an important element of a transition plan, and case management includes coordinating the use of sanctions among the criminal justice, substance use disorder treatment, and possibly other systems.
Go to:
Case Management in Transition Planning
Ideally, case management activities should begin in the institution before release and continue without interruption throughout the transition period and into the community. It is recommended that transition planning begin at least 90 days before release from jail or prison. Early initiation of transition planning is important because it establishes a long-term, consistent treatment process from institution to community that increases the likelihood of positive outcomes. The case manager's communication with other transition team members at an early stage supports all aspects of the offender's recovery and rehabilitation (e.g., education, health, vocational training).
Ideal Array of Services
Certain services are integral to a substance-using offender's successful transition to the community. Reassessments should be conducted at various stages throughout the incarceration and community release process. Similarly, offenders also need continued supervision after institution release. Continued supervision also includes on.
Running Head BEHAVIORAL HEALTH SERVICES1BEHAVIORAL HEALTH .docxsusanschei
The Louisiana Medicaid program provides various behavioral health services. These include addiction services, crisis intervention, group psychotherapy, and psychosocial rehabilitation. The program also coordinates care between providers and conducts surveys to assess provider satisfaction and improve services. Sentinel events are rare medical errors that are investigated. Overall, the program aims to improve access and expand services to meet growing demand, while ensuring care is accessible to all.
Community PolicingDefinedThe Primary Elements of ComJeniceStuckeyoo
Community Policing
Defined
The Primary Elements of Community Policing
Nonprof its / Service Providers
Using the Crime Triangle
1
Com
m
unity Policing Defined
Community policing is a philosophy that promotes organizational strategies that support
the systematic use of partnerships and problem-solving techniques to proactively address
the immediate conditions that give rise to public safety issues such as crime, social disorder,
and fear of crime.
Community policing
comprises three
key components:
Community Partnerships
Collaborative partnerships between the law enforcement agency and the
individuals and organizations they serve to develop solutions to problems and
increase trust in police
Organizational Transformation
The alignment of organizational management, structure, personnel, and
information systems to support community partnerships and proactive
problem solving
Problem Solving
The process of engaging in the proactive and
systematic examination of identified problems
to develop and evaluate
effective responses
2
Community
Partnerships
Collaborative partnerships between the law enforcement agency and the
individuals and organizations they serve to develop solutions to problems
and increase trust in police
Community policing, recognizing that police rarely can solve public
safety problems alone, encourages interactive partnerships with relevant
stakeholders. The range of potential partners is large, and these partnerships
can be used to accomplish the two interrelated goals of developing solutions
to problems through collaborative problem solving and improving public trust.
The public should play a role in prioritizing and addressing public
safety problems.
Other Government Agencies
Law enforcement organizations can partner with a number of other
government agencies to identify community concerns and offer alternative
solutions. Examples of agencies include legislative bodies, prosecutors,
probation and parole, public works departments, neighboring law enforcement
agencies, health and human services, child support services, ordinance
enforcement, and schools.
3
Com
m
unity Policing Defined
Community Members/Groups
Individuals who live, work, or otherwise have an interest in the community—
volunteers, activists, formal and informal community leaders, residents,
visitors and tourists, and commuters—are a valuable resource for identifying
community concerns. These factions of the community can be engaged in
achieving specific goals at town hall meetings, neighborhood association
meetings, decentralized offices/storefronts in the community, and team beat
assignments.
Nonprofits / Service Providers
Advocacy and community-based organizations that provide services to the
community and advocate on its behalf can be powerful partners. These groups
often work with or are composed of individuals who share common interests
and can include such entit ...
Are There Any Alternatives To Jail Time For Sex Crime Convictions in Los AngelesChesley Lawyer
The document discusses alternatives to incarceration for sex crime convictions in Los Angeles, including rehabilitation programs, restorative justice practices, and community-based solutions. It notes that while jail time has historically been the default punishment, there is growing recognition of the need for alternatives that address rehabilitation and public safety. Rehabilitation programs and restorative justice approaches have shown promise in reducing recidivism but face challenges in implementation including public stigma, inequitable access to resources, and the need for greater collaboration between stakeholders. The document concludes that a balanced approach combining punishment, support and rehabilitation is ideal.
Discuss whether or not you feel these programs are effective in prev.pdffashioncollection2
Discuss whether or not you feel these programs are effective in preventing recidivism. Do you
think inmates should be eligible for Pell Grants? Why, or why not?
Solution
Recidivism is the act of relapsing into a problem or criminal behavior during or after receiving
sanctions, or while undergoing an intervention due to a previous behavior or crime. In criminal
justice settings, recidivism is often measured by criminal acts that result in rearrest, reconviction,
or return to prison. Yes, these programs are effective in preventing recidivism. Recidivism data
have been reported in terms of a variety of measures, including re-arrest, re-adjudication, and re-
incarceration. As a result, policy makers are often unable to make sense of seemingly disparate
findings or draw meaningful conclusions about program or system performance. Common
definitions and indicators are necessary to clearly communicate the meaning of outcome study
results, to unambiguously describe the methods used to obtain research findings, to enable
replication of research designs, to make possible comparisons across studies and regions, and to
facilitate our understanding of program or system effectiveness.
By definition, recidivism comprises two elements: 1) the commission of an offense, 2) by an
individual already known to have committed at least one other offense (Blumstein & Larson,
1971). To have a truly operable definition, one must clarify and qualify both parts.
Regarding the first half of the definition, one must ask: What constitutes “commission of an
offense?” Does the definition include status offenses? Would parole violations fall under the
definition? One might assume that the phrase “commission of an offense” refers to a criminal act
and thus excludes status offenses and parole violations. Consistency requires that the phrase
“commission of an offense” be defined explicitly.
For the second half of the definition, one must ask: Who is considered to be “an individual
already known to have committed at least one other offense?” In the case of a juvenile, must the
juvenile have been found guilty of an offense? If the juvenile had been arrested but diverted prior
to adjudication, is she included in this definition? A policy maker might argue that diversion
does not imply innocence; in fact, it implies or requires admission of guilt. Thus, if a youth who
was previously diverted comes before the court on a subsequent offense, is that not recidivism?
Evaluators must agree on uniform answers to these questions or their findings will be difficult to
interpret or compare.
Measuring Recidivism
The terms “define” and “measure” are often confused by non-researchers. Whereas “define”
refers to the meaning of a word—in this case, recidivism—“measure” refers to a method of
systematically determining its extent or degree within a given sample. In program evaluations,
the measures are the types of data used to determine recidivism levels. These data types include,
among others, self-.
The document outlines eight evidence-based principles for effective offender intervention programs: 1) assess risks and needs, 2) enhance intrinsic motivation, 3) target interventions based on risk level, criminogenic needs, and responsivity, 4) provide appropriate dosage of treatment and services, 5) use cognitive-behavioral treatment approaches, 6) train offenders in skills with directed practice, 7) increase positive reinforcement, and 8) engage ongoing community support and measure outcomes. The principles are supported by research showing programs incorporating these elements reduce recidivism more effectively.
This document discusses the use of certified peer specialists in crisis intervention team (CIT) programs. It describes a pilot program in Scranton, Pennsylvania that involved peer specialists making follow-up calls to individuals who had CIT contact by police to offer peer support services. The goals were to help divert people from the criminal justice system and engage them in treatment. Preliminary results suggested it helped reduce repeat police calls and engage people in services. Challenges included funding peer specialist services and gaining acceptance of the peer support model from medical providers.
This document provides guidance on good governance characteristics for civil society organizations to implement strong internal accountability measures. It identifies key features such as governance structures, integrity policies, and transparency standards. Governance structures should include a clear mission, decision-making processes, and conflict of interest policies for the board. Integrity policies include codes of conduct, anti-corruption policies, whistleblowing protections, and complaints mechanisms. Transparency standards involve regular reporting of finances, operations, and accountability to stakeholders. Overall, the document outlines internal accountability systems non-profits can establish to prevent corruption and maintain public trust.
Running Head BEHAVIORAL HEALTH SERVICES1BEHAVIORAL HEALTH .docxsusanschei
The Louisiana Medicaid program provides various behavioral health services. These include addiction services, crisis intervention, group psychotherapy, and psychosocial rehabilitation. The program also coordinates care between providers and conducts surveys to assess provider satisfaction and improve services. Sentinel events are rare medical errors that are investigated. Overall, the program aims to improve access and expand services to meet growing demand, while ensuring care is accessible to all.
Community PolicingDefinedThe Primary Elements of ComJeniceStuckeyoo
Community Policing
Defined
The Primary Elements of Community Policing
Nonprof its / Service Providers
Using the Crime Triangle
1
Com
m
unity Policing Defined
Community policing is a philosophy that promotes organizational strategies that support
the systematic use of partnerships and problem-solving techniques to proactively address
the immediate conditions that give rise to public safety issues such as crime, social disorder,
and fear of crime.
Community policing
comprises three
key components:
Community Partnerships
Collaborative partnerships between the law enforcement agency and the
individuals and organizations they serve to develop solutions to problems and
increase trust in police
Organizational Transformation
The alignment of organizational management, structure, personnel, and
information systems to support community partnerships and proactive
problem solving
Problem Solving
The process of engaging in the proactive and
systematic examination of identified problems
to develop and evaluate
effective responses
2
Community
Partnerships
Collaborative partnerships between the law enforcement agency and the
individuals and organizations they serve to develop solutions to problems
and increase trust in police
Community policing, recognizing that police rarely can solve public
safety problems alone, encourages interactive partnerships with relevant
stakeholders. The range of potential partners is large, and these partnerships
can be used to accomplish the two interrelated goals of developing solutions
to problems through collaborative problem solving and improving public trust.
The public should play a role in prioritizing and addressing public
safety problems.
Other Government Agencies
Law enforcement organizations can partner with a number of other
government agencies to identify community concerns and offer alternative
solutions. Examples of agencies include legislative bodies, prosecutors,
probation and parole, public works departments, neighboring law enforcement
agencies, health and human services, child support services, ordinance
enforcement, and schools.
3
Com
m
unity Policing Defined
Community Members/Groups
Individuals who live, work, or otherwise have an interest in the community—
volunteers, activists, formal and informal community leaders, residents,
visitors and tourists, and commuters—are a valuable resource for identifying
community concerns. These factions of the community can be engaged in
achieving specific goals at town hall meetings, neighborhood association
meetings, decentralized offices/storefronts in the community, and team beat
assignments.
Nonprofits / Service Providers
Advocacy and community-based organizations that provide services to the
community and advocate on its behalf can be powerful partners. These groups
often work with or are composed of individuals who share common interests
and can include such entit ...
Are There Any Alternatives To Jail Time For Sex Crime Convictions in Los AngelesChesley Lawyer
The document discusses alternatives to incarceration for sex crime convictions in Los Angeles, including rehabilitation programs, restorative justice practices, and community-based solutions. It notes that while jail time has historically been the default punishment, there is growing recognition of the need for alternatives that address rehabilitation and public safety. Rehabilitation programs and restorative justice approaches have shown promise in reducing recidivism but face challenges in implementation including public stigma, inequitable access to resources, and the need for greater collaboration between stakeholders. The document concludes that a balanced approach combining punishment, support and rehabilitation is ideal.
Discuss whether or not you feel these programs are effective in prev.pdffashioncollection2
Discuss whether or not you feel these programs are effective in preventing recidivism. Do you
think inmates should be eligible for Pell Grants? Why, or why not?
Solution
Recidivism is the act of relapsing into a problem or criminal behavior during or after receiving
sanctions, or while undergoing an intervention due to a previous behavior or crime. In criminal
justice settings, recidivism is often measured by criminal acts that result in rearrest, reconviction,
or return to prison. Yes, these programs are effective in preventing recidivism. Recidivism data
have been reported in terms of a variety of measures, including re-arrest, re-adjudication, and re-
incarceration. As a result, policy makers are often unable to make sense of seemingly disparate
findings or draw meaningful conclusions about program or system performance. Common
definitions and indicators are necessary to clearly communicate the meaning of outcome study
results, to unambiguously describe the methods used to obtain research findings, to enable
replication of research designs, to make possible comparisons across studies and regions, and to
facilitate our understanding of program or system effectiveness.
By definition, recidivism comprises two elements: 1) the commission of an offense, 2) by an
individual already known to have committed at least one other offense (Blumstein & Larson,
1971). To have a truly operable definition, one must clarify and qualify both parts.
Regarding the first half of the definition, one must ask: What constitutes “commission of an
offense?” Does the definition include status offenses? Would parole violations fall under the
definition? One might assume that the phrase “commission of an offense” refers to a criminal act
and thus excludes status offenses and parole violations. Consistency requires that the phrase
“commission of an offense” be defined explicitly.
For the second half of the definition, one must ask: Who is considered to be “an individual
already known to have committed at least one other offense?” In the case of a juvenile, must the
juvenile have been found guilty of an offense? If the juvenile had been arrested but diverted prior
to adjudication, is she included in this definition? A policy maker might argue that diversion
does not imply innocence; in fact, it implies or requires admission of guilt. Thus, if a youth who
was previously diverted comes before the court on a subsequent offense, is that not recidivism?
Evaluators must agree on uniform answers to these questions or their findings will be difficult to
interpret or compare.
Measuring Recidivism
The terms “define” and “measure” are often confused by non-researchers. Whereas “define”
refers to the meaning of a word—in this case, recidivism—“measure” refers to a method of
systematically determining its extent or degree within a given sample. In program evaluations,
the measures are the types of data used to determine recidivism levels. These data types include,
among others, self-.
The document outlines eight evidence-based principles for effective offender intervention programs: 1) assess risks and needs, 2) enhance intrinsic motivation, 3) target interventions based on risk level, criminogenic needs, and responsivity, 4) provide appropriate dosage of treatment and services, 5) use cognitive-behavioral treatment approaches, 6) train offenders in skills with directed practice, 7) increase positive reinforcement, and 8) engage ongoing community support and measure outcomes. The principles are supported by research showing programs incorporating these elements reduce recidivism more effectively.
This document discusses the use of certified peer specialists in crisis intervention team (CIT) programs. It describes a pilot program in Scranton, Pennsylvania that involved peer specialists making follow-up calls to individuals who had CIT contact by police to offer peer support services. The goals were to help divert people from the criminal justice system and engage them in treatment. Preliminary results suggested it helped reduce repeat police calls and engage people in services. Challenges included funding peer specialist services and gaining acceptance of the peer support model from medical providers.
This document provides guidance on good governance characteristics for civil society organizations to implement strong internal accountability measures. It identifies key features such as governance structures, integrity policies, and transparency standards. Governance structures should include a clear mission, decision-making processes, and conflict of interest policies for the board. Integrity policies include codes of conduct, anti-corruption policies, whistleblowing protections, and complaints mechanisms. Transparency standards involve regular reporting of finances, operations, and accountability to stakeholders. Overall, the document outlines internal accountability systems non-profits can establish to prevent corruption and maintain public trust.
This 2 hour course provides an overview of the best practices for developing a domestic violence court. It is appropriate for lawyers, counselors, social workers, victim advocates and probation officers.
14 Evaluation, Effectiveness, and Offender RecidivismLEARNIN.docxdrennanmicah
14 Evaluation, Effectiveness, and Offender Recidivism
LEARNING OBJECTIVES
PART ONE: INTRODUCTION TO THE EVALUATION PROCESS
When examining any program, whether therapeutic or otherwise, one of the first questions asked by politicians, policy makers, program administrators, and government officials is, “Does the treatment program work?” In such a case, the underlying desire is to know if money spent on a program is money that is well spent. In such cases, treatment providers will often be required to provide some sort of empirical “evidence” that the program is effective. This is often referred to as evidence-based program delivery. Treatment providers are increasingly being asked to demonstrate the effectiveness of their programs, particularly when such programs are grant funded. In turn, many correctional treatment programs seek money from grant-generating agencies, and, when they have some sort of documented program success, they increase their odds of securing such funds.
However, before going further, we would like to make one observation regarding correctional counseling and research. We believe that programs are best evaluated by researchers who themselves are treatment providers. This is particularly true if the researcher has had specific experience with the type of population that is the subject of the program evaluation. Both authors have conducted grant-funded evaluation research of treatment programs and have also studied and/or worked in a variety of treatment fields. One author in particular has worked with most typologies of offenders who have been presented in this text and has also conducted numerous evaluative studies of treatment programs that provide services to those offenders. We believe that this is important because such a practitioner is able to make sense of data that may seem confusing, uncertain, or contradictory, simply because they understand how the program and/or process of treatment intervention works within a given agency and/or with a specific offender population. With this said, it is at this point that we now turn our attention to the notion of evaluation research.
Evaluation Research
For the purposes of this text, we will refer to the Center for Program Evaluation and Performance Management which is a clearinghouse on evaluative research offered through the Bureau of Justice Assistance (BJA). This source, available online and referenced in this text, provides the reader with a very good overview of the evaluation process and also provides a number of examples pertaining to the evaluation of criminal justice and treatment programs. Because this is a federal government website, the information therein is public domain. In addition, we believe that this site provides a very clear, succinct, and effective overview of evaluation research from the eyes of the practitioner. It is for these reasons that this chapter is constructed from much of the organization and structure of the BJA website, providing the basics.
Proposal for Halfway House Facility: in Addiction Rehabilitationاحمد البحيري
The document proposes establishing a halfway house facility for addiction rehabilitation. It defines halfway houses as institutions that help people with disabilities or criminal backgrounds reintegrate into society by teaching independent living skills. The proposed halfway house would provide social, medical, psychiatric and educational services to support substance-dependent residents during their transition from treatment back into the community. The document outlines theoretical models for halfway houses, expected services, initial policies and procedures, staffing requirements, resident assessments, health provisions and more to guide the proposed facility's operations.
This standardized position description is for an Army Nurse (Clinical/Case Management) at grade GS-12. The nurse serves as a case manager on a multidisciplinary team, providing assessment, planning, implementation, coordination, evaluation and monitoring of patient care. Key responsibilities include developing plans of care for beneficiaries, facilitating communication between healthcare providers, and empowering patients to make informed healthcare decisions. The nurse also oversees nursing practice, develops clinical guidelines, and identifies strategies to improve access, quality and cost-effectiveness of care.
Readings and ResourcesReadings and ResourcesArticles, Websites.docxcargillfilberto
Readings and Resources
Readings and Resources
Articles, Websites, and Videos:
This chapter focuses on special writing within agencies such as transfer/discharge, letters for lobbying advocacy, and client reports to other agencies.
·
Agency-based writing - Letters. (2018). In Weisman, D., & Zornado, J. L.,
Professional writing for social work practice, Second Edition (Vol. Second edition). New York, NY: Springer Publishing Company.
Service Coordination
Chapter 10Chapter Introduction
· Chapter Ten addresses Social Work Case Management Standard 6, Service Planning, Implementation, and Monitoring, and Standard 8, Interdisciplinary Collaboration.
· Chapter Ten addresses Human Service–Certified Board Practitioner Competency 4, Case Management, which is focused on service coordination.
My company does something a little bit different than case management. It’s case management and then it’s more. We are actually called resource coordinators. My agency is the premier provider for therapeutic foster care in the region … The reason our agency was started was because a man who was working for human services figured out that a lot of these kids who have pretty serious needs aren’t getting their needs met by the department and need specialized, intensive treatment and support.
—Jessica Brothers-Brock, 2012, text from unpublished interview. Used with permission
.
This chapter explores service coordination as a critical component of modern case management. We examine the coordination and monitoring of services as well as the skills that will help you perform these roles. After reading the chapter, you should be able to accomplish the following objectives.
Coordinating Services
· Describe a systematic selection process for resources.
· Discuss why networking is important.
· Identity strategies for creating a network of professional colleagues.
· Make an appropriate referral.
· Identify the activities involved in monitoring.
· List ways to achieve more effective communication with other professionals.
· Use technology and social media in coordinating servicesTeamwork
· Describe the purpose of a treatment team.
· Define departmental teams, interdisciplinary teams, and teams with family and friends.
· List the benefits of working in and with teams.
· Describe ways to address the challenges that teamwork brings.Ending Service Provision: Disengagement
· Describe the place of ending services in the case management process.
· List the steps used to end client services.
· Identity why clients may need to be transferred from one professional to another.
· Describe the transfer process.
· Discuss the purpose of a discharge plan.10-1
Introduction
One of the most important roles in case management is service coordination. Rarely can a human services agency or a single professional provide all the services a client needs. Because in-house services are limited by the agency’s mission, resources, and eligibil.
Running Head REDUCING RECIDIVISM THROUGH SUPERVISIONS 1 .docxcharisellington63520
Running Head: REDUCING RECIDIVISM THROUGH SUPERVISIONS 1
Success Rates of Traditional and Intensive Supervisors in Reducing Recidivism
John Doe
University Name
Sample Paper
Running Head: REDUCING RECIDIVISM THROUGH SUPERVISIONS 2
Abstract
The purpose of this paper to suggest a research proposal describing the succes rates of
traditional and intensive supervison on reducing recidivism. A design plan was designed
suggesting the type of research method used, which is a mixed-method research, and the
strenghts and weaknesses it may bring; the variables, the independent(traditional and intensive)
and dependent(recidivism) variables included; the sample of what is being studied, how it is
being chosen and how many people are needed for the research to move forward; the statistical
analysis being used and a total of ten annotated references summarizing each work and
suggesting its importance to the research.
Running Head: REDUCING RECIDIVISM THROUGH SUPERVISIONS 3
Introduction
The topic of this research is recidivism and what approach has been the most successful
in reducing it, there are two types of supervisions, traditional and intensive, that are used in the
criminal justice system that need to be tested for success rate and researched for understanding in
order to determine not only their worth, but their success rates in the reduction of recidivism.
Recidivism is the tendency to relapse into a behavior or a condition, such as criminal behavior
and the reason why this matter is important is because the cold hard facts and numbers suggest
that “nearly 650,000 people are released from the nation’s prisons every year, and about nine
million more are released from jails. Two-thirds of those who come out of prison are rearrested
within three years of release” (Dory, 2009). More than half of the people being released are
committing the same crimes that got them convicted in the first place or are committing even
more dangerous crimes, like murder. The community can’t afford these type of careless releases
because they will be the ones being victimized, their families and friends will be the ones facing
the dangers of becoming another statistic in a murder crime. The people being released are just
being thrown out into the community where they will not be accepted and where they will not fit
in, unless they are helped and supervised accordingly.
There are two types of supervisions being used, traditional and intensive, traditional
supervision consists of offenders under correctional control in the community that are given
either the minimal or regular type of supervision, which means they are required to report as
little if any to their correctional officers and intensive supervision consists of offenders under
correctional control in the community to report constantly, the requirements are more strict and
there are conditions that .
The document describes the vision and key elements of a modern mental health and addiction service system. The system aims to provide prevention, early intervention, treatment, and recovery support services across multiple sectors like healthcare, employment, housing and education. It emphasizes integration with primary care, accountability, accessibility, and use of evidence-based practices. The system strives for improved health outcomes, quality of life, and overall well-being for those suffering from mental health and substance abuse issues.
1CJ 550 2-2 Milestone One Southern New HaEttaBenton28
1
CJ 550 2-2 Milestone One
Southern New Hampshire University
Destiny Nance
CJ 550
September 4th, 2022
CJ 550 2-2 Milestone One
A. What are the departments or subdivisions into which your selected organization is divided, and how do these subdivisions work together as a whole in relation to the mission of the organization?
Office of Programs and Re-entry is an organization that focuses on leadership alongside rehabilitative programs ensuring better lives within the community. The organization is divided into four central departments that work together to achieve a common goal. The first department is the Bureau of program development which focuses on the various designs and implementation of risks and needs assessment tools. It also implements other processes and policies key to the restoration alongside rehabilitation of justice to the affected individual within the surrounding.
The second is the department Bureau of Education, which deals with academic and career issues, including technical education and library services (Bell et al., 2018). The third department is the Bureau of Substance Use Treatment which is helpful in dealing with services assisting in the transition period between incarceration and the return to society. The other department is the Bureau of Chaplaincy services dealing with spiritual matters on inmates and offenders. The last department is volunteering with the FDC to assist in a rewarding experience for the citizens. All the departments work together to achieve the organizational goal and mission in leadership and rehabilitation programs that assist the community. Every department has strict policies that make it possible to ensure that it helps the organization achieve its mission.
B. Describe your selected subdivision, and outline the specific goals and responsibilities of the subdivision, describing how they align with the overall mission of the agency. Consider how the goals of the selected subdivision align with the mission of the agency.
The correction officers have a specific function: protecting the community by leading and supervising offenders and reporting the individual who has failed to comply with the regulations to sentencing. Alongside the organizational mission, the correction subdivision has its designed mission. Its mission is to deliver effective service to the community by service diligently while collaborating with other agencies of the criminal justice community (Bell et al., 2018). As such, it serves the community without violating their rights. The detention department ensures people's safety within the community by protecting the surrounding society in various ways, such as establishing safe, secure, and human supervision. It also provides the confinement of inmates by making them follow the law without violation.
However, the subdivision is faced with challenges like the overpopulation of inmates. The inmates are flocked within the organization, thus posing a chall ...
Running head REIMPLEMENTATION OF A BEDSIDE SHIFT REPORTREIMPLEM.docxtodd581
Running head: REIMPLEMENTATION OF A BEDSIDE SHIFT REPORT
REIMPLEMENTATION OF A BEDSIDE SHIFT REPORT
Reimplementation of A Bedside Shift Report
Problem Statement
The underlying challenge experienced by most of the healthcare facilities when it comes to implementing bedside shift report is the lack of necessary skills and knowledge by nursing staff as well as the impact of changes it will bring after implementation to nursing practice. Direct care providers must stay engaged in the implementation process for this project change to bear fruits to unit-related outcomes of care and accessibility. Leadership commitment and program evaluation are what I believe this project proposal is going to provide to enhance change compliance and increased staff accountability. As a result, bedside shift report (BSR) has become a popular solution in most of the healthcare facilities nowadays as it improves patient satisfaction and ensures effective communication among families, patients and staffs (Dorvil, 2018).
Evidence-Based Literature about Bedside Shift Report (BSR)
American Nurses Association (2001) provides a plethora of evidence-based practice and even provides templates to use on their website, supporting nurses reporting the bedside. Their mission is to advance nursing to the highest standards possible by setting objectives and goals that enable them to help transform health care, and what better way to do that than by integrating nurse, patient, and family into report together. According to Dorvil (2018), BSR implementation comes with many benefits, primarily when caregivers use patient-centric innovative care to maintain quality of care. Hospital efforts in providing quality care are supported by evidence-based practice whereby promoting this excellence of service delivery yields more benefit to healthcare facilities as well as to the consumers of healthcare services (McAllen et al., 2018).
Pre-Implementation Plan
In this proposal, I have chosen Lewin’s theory of change, as it is rooted in social psychology. My BSR implementation aligns with this theory because it associated with aspects of behaviorism and developed an interest in Gestalt psychology (Rani, 2017). My BSR project proposal will follow the three stages proposed by Lewin that, first, I will unfreeze the current position, then shift the focus to the new situation and finally refreeze the new situation. Moving to a new situation and refreezing the new condition serves best as my initial survey analysis, which will help me develop the re-education training program for all involved stakeholders.
The BSR will incorporate the off-going and the on-coming nurse in the patient’s room, at the bedside. This measure will ensure that four eyes are laid on the patient to assess mentation, lines, drains, tubes, and drips/correct intravenous medication, as well as skin. While both nurses are doing this, they will integrate patient and family, if the patient should choose, listen, interject, and add.
After a policy is adopted, regulations are drafted and finalized, funding is allocated, and responsibility is designated to federal, state or local government agencies or nonprofit/for-profit organizations to implement the policy. Proper implementation involves designing regulations, monitoring compliance, and evaluating whether the policy achieves its intended outcomes. However, policies are not always implemented as intended due to issues like lack of funding, staff resistance, unrealistic goals, and variations across locations of implementation.
1. Case management is an intervention that aims to provide coordinated, comprehensive, and ongoing support to clients with complex needs. It originated in the early 20th century and has been applied to populations with substance abuse issues in the US and Canada since the 1970s.
2. The study aimed to conceptualize case management and the role of the case manager, and to provide recommendations for implementing case management in Belgium's criminal justice and treatment systems. It examined existing case management projects and gathered perspectives from key informants.
3. The study identified 17 case management projects in Belgian substance abuse treatment. Implementation of case management has been limited, and it has not yet been applied in the criminal justice system as envisioned in policy documents
Program Evaluation Name __Bob Smith Date _January 26, .docxbriancrawford30935
Program Evaluation
Name __Bob Smith Date _January 26, 2015______________
Program Name _____Program X__________________
1) Please provide a brief overview of the program. (This may be 1-2 sentences.)
Program X is a program which promotes cognitive reconstruction, problem
solving skills and social skills for offenders. The objective in implementing this program
is to change the offenders thinking and in turn change the offender’s behavior in a
positive manner.
2) What, in your opinion, makes this program effective?
The program has multiple qualities which makes it effective. The first of which is
the fact that the program does not attempt to directly affect the offender’s behavior, but it
attempts to affect the offender’s cognitive thinking. This quality of the program seems to
be more effective because our behavior is a direct result of our cognitive thoughts,
problem solving skills and social skills. Therefore this program goes directly to the
source of human behavior, cognitive reconstruction.
Another way in which this program is effective is the fact that it focuses on
problem solving skills, which I believe, can have a significant impact on deviant
behavior. In my opinion, many crimes which occur on a daily basis in America could
very easily be prevented in individuals possessed better problem solving skills. Problem
solving skills are directly related to crime especially in cases of violent crime. Many
deviant acts could be prevented if individuals had better problem solving skills.
3) What, in your opinion, makes this program ineffective?
In my opinion one characteristic of this program which would be ineffective is
how the program is administered, in a classroom setting with offenders. This setting may
provide various distractions while the trainers are administering the program. For
instance, if one trainer was attempting to teach a group of fifteen offenders. Let’s say
only five of the fifteen offenders graduated high school and five had a GED or high
school diploma equivalent. The five offenders who do not have a high school education
will probably be very difficult to control and even more so keep their attention. This
could provide for an ineffective learning environment even for those who truly want to
learn. I understand the participants (offenders) will be pre-screened and selected, but it
would be very difficult to avoid the above situation described in every program session.
4) Name one thing you would change about the program.
One thing I would change about Program X would be the selection of offenders
who will attempt to complete the program. The pre-screening process would be very
strict on who can participate in the program. Only offenders who attributed a desire to
better their cognitive reconstruction, problem solving skills and social skills would be
chosen. The reason I would change this is because offenders who do no.
This document discusses different provider payment systems used in healthcare. It describes line-item budgets, fee-for-service, per capita/capitation, per diem, case-based, and global budget payment methods. For each method, it explains the incentives they create for providers and impacts they can have on utilization, costs, and quality of care. The document emphasizes that provider payment systems are powerful tools that should promote policy objectives like access, quality and efficient use of resources.
CRJ 570 Social Justice Project Guidelines The Social.docxfaithxdunce63732
CRJ 570
Social Justice Project Guidelines
The Social Justice Project Paper will involve trend analysis, fact-finding policy analysis for
practitioner evidence-based decision-making, and a triangulation of criminal justice, social
justice, and responsible stewardship. The paper must be a minimum of 3,800 words in
length, but must not exceed 4,500 words.
The paper requires a minimum of 5 different non-worldwide web internet references. The
paper must be typewritten, double-spaced, standard margins, and follow the APA style and
format. The paper will be submitted through Turnitin.com. No previously submitted papers,
articles, reports or projects, in whole or part, to any university or college will be accepted. It
is expected that this will be your original work. No more than 15% of your entire document
can be quoted. The Social Justice Project Paper is 25% of your overall grade for this course.
The criminal justice system is the action mechanism for enforcing social ideologies and
policies related to acceptable and unacceptable behaviors. Moreover, the socially acceptable
sanctions and penalties are applied to law violators through the criminal justice system.
Certain sanctions carry periods of incarceration which can result in structural impediments
to re-entry as noted by convict criminologists. To place the re-entry issue into perspective,
according to the Bureau of Justice Statistics (BJS), more than 700,000 state and federal
prisoners returned to their communities in 2010. Furthermore, 95 percent of state inmates
will be released into their communities at some point in time according to BJS. Today,
recidivism rates remain high though states invest more than $50 billion annually in
corrections. According to one 2011 Pew Center on States report, despite significant
increases in state funding of prisons, from a national perspective more than four in ten
offenders return to state prison within three years of their release. Recidivism is measured
by criminal violations or violations of conditions of parole or probation that resulted in the
re-arrest, reconviction, or return to prison with or without a new sentence during a three-
year period following the prisoner's release at an average annual cost of $24,000 per
offender. Recidivism can represent new victims, higher tax expenditures associated with law
enforcement, prosecutorial, and judicial processes and re-incarceration, unsupported
families, public assistance, and other negative social ramifications. A 2007 forecasting
report by the Public Safety Performance Project of the Pew Charitable Trusts, stated “If
current trajectories continue, state and federal prisons will grow by 13 percent by 2013,
adding an additional 192,000 prisoners at a cost of $27.5 billion.”
Society is responsible for the laws and the sanctions, and society as a whole benefits from
the laws and sanctions when applied. Therefore, does social justice.
This organization aims to help those suffering from substance abuse and mental health issues in rural areas, especially McDowell County, North Carolina where it originated. Its mission is to teach people that recovery is possible through change. It addresses issues of substance use and mental health, and its goals are to reduce opioid misuse and overdoses through high-quality prevention, treatment, and recovery support services. The organization seeks to increase recovery rates using medication, counseling, and support. It targets anyone currently suffering from or affected by these issues.
The document provides an overview of Integrated Offender Management (IOM), which aims to reduce crime and reoffending through a coordinated, multi-agency approach to managing offenders. IOM brings together local criminal justice, health, housing and other social services to address the needs of high-risk offenders. A key principle is having a lead professional manage each offender's case. The document discusses how IOM works, its goals, challenges, factors for success and a case study example.
This document discusses the current state and future needs of behavioral health prevention. It makes three key points:
1) The field of prevention has advanced scientifically but funding and workforce development have not kept pace, leaving the current prevention workforce ill-prepared. A bachelor's degree and prevention-specific training are needed.
2) A coordinated, evidence-based statewide prevention system is needed to eliminate silos and political agendas. Local needs can still be met through ongoing community assessments.
3) Prevention must integrate across systems and sectors through partnerships. The prevention workforce, leadership, and dissemination of research must expand to engage all parts of the community, including businesses and organizations. Coordination is needed across federal, state and
· Present a discussion of what team is. What type(s) of team do .docxalinainglis
· Present a discussion of what team is. What type(s) of team do you have in your organization?
· What is meant by the “internal processes” of a team? Why is it important to manage both the internal processes and external opportunities/constraints of a team?
Note: It should contain 3 pages with citation included and References should be in APA format
.
· Presentation of your project. Prepare a PowerPoint with 8 slid.docxalinainglis
· Presentation of your project. Prepare a PowerPoint with 8 slides illustrating the role in Interdisciplinary care for our aging population (Outcome 1,2,3,4,5) (6 hours).
Make sure it has nursing diagnosis
make sure it's a APA STYLE
make sure it has reference
.
More Related Content
Similar to · NCBI· Skip to main content· Skip to navigation· Resources.docx
This 2 hour course provides an overview of the best practices for developing a domestic violence court. It is appropriate for lawyers, counselors, social workers, victim advocates and probation officers.
14 Evaluation, Effectiveness, and Offender RecidivismLEARNIN.docxdrennanmicah
14 Evaluation, Effectiveness, and Offender Recidivism
LEARNING OBJECTIVES
PART ONE: INTRODUCTION TO THE EVALUATION PROCESS
When examining any program, whether therapeutic or otherwise, one of the first questions asked by politicians, policy makers, program administrators, and government officials is, “Does the treatment program work?” In such a case, the underlying desire is to know if money spent on a program is money that is well spent. In such cases, treatment providers will often be required to provide some sort of empirical “evidence” that the program is effective. This is often referred to as evidence-based program delivery. Treatment providers are increasingly being asked to demonstrate the effectiveness of their programs, particularly when such programs are grant funded. In turn, many correctional treatment programs seek money from grant-generating agencies, and, when they have some sort of documented program success, they increase their odds of securing such funds.
However, before going further, we would like to make one observation regarding correctional counseling and research. We believe that programs are best evaluated by researchers who themselves are treatment providers. This is particularly true if the researcher has had specific experience with the type of population that is the subject of the program evaluation. Both authors have conducted grant-funded evaluation research of treatment programs and have also studied and/or worked in a variety of treatment fields. One author in particular has worked with most typologies of offenders who have been presented in this text and has also conducted numerous evaluative studies of treatment programs that provide services to those offenders. We believe that this is important because such a practitioner is able to make sense of data that may seem confusing, uncertain, or contradictory, simply because they understand how the program and/or process of treatment intervention works within a given agency and/or with a specific offender population. With this said, it is at this point that we now turn our attention to the notion of evaluation research.
Evaluation Research
For the purposes of this text, we will refer to the Center for Program Evaluation and Performance Management which is a clearinghouse on evaluative research offered through the Bureau of Justice Assistance (BJA). This source, available online and referenced in this text, provides the reader with a very good overview of the evaluation process and also provides a number of examples pertaining to the evaluation of criminal justice and treatment programs. Because this is a federal government website, the information therein is public domain. In addition, we believe that this site provides a very clear, succinct, and effective overview of evaluation research from the eyes of the practitioner. It is for these reasons that this chapter is constructed from much of the organization and structure of the BJA website, providing the basics.
Proposal for Halfway House Facility: in Addiction Rehabilitationاحمد البحيري
The document proposes establishing a halfway house facility for addiction rehabilitation. It defines halfway houses as institutions that help people with disabilities or criminal backgrounds reintegrate into society by teaching independent living skills. The proposed halfway house would provide social, medical, psychiatric and educational services to support substance-dependent residents during their transition from treatment back into the community. The document outlines theoretical models for halfway houses, expected services, initial policies and procedures, staffing requirements, resident assessments, health provisions and more to guide the proposed facility's operations.
This standardized position description is for an Army Nurse (Clinical/Case Management) at grade GS-12. The nurse serves as a case manager on a multidisciplinary team, providing assessment, planning, implementation, coordination, evaluation and monitoring of patient care. Key responsibilities include developing plans of care for beneficiaries, facilitating communication between healthcare providers, and empowering patients to make informed healthcare decisions. The nurse also oversees nursing practice, develops clinical guidelines, and identifies strategies to improve access, quality and cost-effectiveness of care.
Readings and ResourcesReadings and ResourcesArticles, Websites.docxcargillfilberto
Readings and Resources
Readings and Resources
Articles, Websites, and Videos:
This chapter focuses on special writing within agencies such as transfer/discharge, letters for lobbying advocacy, and client reports to other agencies.
·
Agency-based writing - Letters. (2018). In Weisman, D., & Zornado, J. L.,
Professional writing for social work practice, Second Edition (Vol. Second edition). New York, NY: Springer Publishing Company.
Service Coordination
Chapter 10Chapter Introduction
· Chapter Ten addresses Social Work Case Management Standard 6, Service Planning, Implementation, and Monitoring, and Standard 8, Interdisciplinary Collaboration.
· Chapter Ten addresses Human Service–Certified Board Practitioner Competency 4, Case Management, which is focused on service coordination.
My company does something a little bit different than case management. It’s case management and then it’s more. We are actually called resource coordinators. My agency is the premier provider for therapeutic foster care in the region … The reason our agency was started was because a man who was working for human services figured out that a lot of these kids who have pretty serious needs aren’t getting their needs met by the department and need specialized, intensive treatment and support.
—Jessica Brothers-Brock, 2012, text from unpublished interview. Used with permission
.
This chapter explores service coordination as a critical component of modern case management. We examine the coordination and monitoring of services as well as the skills that will help you perform these roles. After reading the chapter, you should be able to accomplish the following objectives.
Coordinating Services
· Describe a systematic selection process for resources.
· Discuss why networking is important.
· Identity strategies for creating a network of professional colleagues.
· Make an appropriate referral.
· Identify the activities involved in monitoring.
· List ways to achieve more effective communication with other professionals.
· Use technology and social media in coordinating servicesTeamwork
· Describe the purpose of a treatment team.
· Define departmental teams, interdisciplinary teams, and teams with family and friends.
· List the benefits of working in and with teams.
· Describe ways to address the challenges that teamwork brings.Ending Service Provision: Disengagement
· Describe the place of ending services in the case management process.
· List the steps used to end client services.
· Identity why clients may need to be transferred from one professional to another.
· Describe the transfer process.
· Discuss the purpose of a discharge plan.10-1
Introduction
One of the most important roles in case management is service coordination. Rarely can a human services agency or a single professional provide all the services a client needs. Because in-house services are limited by the agency’s mission, resources, and eligibil.
Running Head REDUCING RECIDIVISM THROUGH SUPERVISIONS 1 .docxcharisellington63520
Running Head: REDUCING RECIDIVISM THROUGH SUPERVISIONS 1
Success Rates of Traditional and Intensive Supervisors in Reducing Recidivism
John Doe
University Name
Sample Paper
Running Head: REDUCING RECIDIVISM THROUGH SUPERVISIONS 2
Abstract
The purpose of this paper to suggest a research proposal describing the succes rates of
traditional and intensive supervison on reducing recidivism. A design plan was designed
suggesting the type of research method used, which is a mixed-method research, and the
strenghts and weaknesses it may bring; the variables, the independent(traditional and intensive)
and dependent(recidivism) variables included; the sample of what is being studied, how it is
being chosen and how many people are needed for the research to move forward; the statistical
analysis being used and a total of ten annotated references summarizing each work and
suggesting its importance to the research.
Running Head: REDUCING RECIDIVISM THROUGH SUPERVISIONS 3
Introduction
The topic of this research is recidivism and what approach has been the most successful
in reducing it, there are two types of supervisions, traditional and intensive, that are used in the
criminal justice system that need to be tested for success rate and researched for understanding in
order to determine not only their worth, but their success rates in the reduction of recidivism.
Recidivism is the tendency to relapse into a behavior or a condition, such as criminal behavior
and the reason why this matter is important is because the cold hard facts and numbers suggest
that “nearly 650,000 people are released from the nation’s prisons every year, and about nine
million more are released from jails. Two-thirds of those who come out of prison are rearrested
within three years of release” (Dory, 2009). More than half of the people being released are
committing the same crimes that got them convicted in the first place or are committing even
more dangerous crimes, like murder. The community can’t afford these type of careless releases
because they will be the ones being victimized, their families and friends will be the ones facing
the dangers of becoming another statistic in a murder crime. The people being released are just
being thrown out into the community where they will not be accepted and where they will not fit
in, unless they are helped and supervised accordingly.
There are two types of supervisions being used, traditional and intensive, traditional
supervision consists of offenders under correctional control in the community that are given
either the minimal or regular type of supervision, which means they are required to report as
little if any to their correctional officers and intensive supervision consists of offenders under
correctional control in the community to report constantly, the requirements are more strict and
there are conditions that .
The document describes the vision and key elements of a modern mental health and addiction service system. The system aims to provide prevention, early intervention, treatment, and recovery support services across multiple sectors like healthcare, employment, housing and education. It emphasizes integration with primary care, accountability, accessibility, and use of evidence-based practices. The system strives for improved health outcomes, quality of life, and overall well-being for those suffering from mental health and substance abuse issues.
1CJ 550 2-2 Milestone One Southern New HaEttaBenton28
1
CJ 550 2-2 Milestone One
Southern New Hampshire University
Destiny Nance
CJ 550
September 4th, 2022
CJ 550 2-2 Milestone One
A. What are the departments or subdivisions into which your selected organization is divided, and how do these subdivisions work together as a whole in relation to the mission of the organization?
Office of Programs and Re-entry is an organization that focuses on leadership alongside rehabilitative programs ensuring better lives within the community. The organization is divided into four central departments that work together to achieve a common goal. The first department is the Bureau of program development which focuses on the various designs and implementation of risks and needs assessment tools. It also implements other processes and policies key to the restoration alongside rehabilitation of justice to the affected individual within the surrounding.
The second is the department Bureau of Education, which deals with academic and career issues, including technical education and library services (Bell et al., 2018). The third department is the Bureau of Substance Use Treatment which is helpful in dealing with services assisting in the transition period between incarceration and the return to society. The other department is the Bureau of Chaplaincy services dealing with spiritual matters on inmates and offenders. The last department is volunteering with the FDC to assist in a rewarding experience for the citizens. All the departments work together to achieve the organizational goal and mission in leadership and rehabilitation programs that assist the community. Every department has strict policies that make it possible to ensure that it helps the organization achieve its mission.
B. Describe your selected subdivision, and outline the specific goals and responsibilities of the subdivision, describing how they align with the overall mission of the agency. Consider how the goals of the selected subdivision align with the mission of the agency.
The correction officers have a specific function: protecting the community by leading and supervising offenders and reporting the individual who has failed to comply with the regulations to sentencing. Alongside the organizational mission, the correction subdivision has its designed mission. Its mission is to deliver effective service to the community by service diligently while collaborating with other agencies of the criminal justice community (Bell et al., 2018). As such, it serves the community without violating their rights. The detention department ensures people's safety within the community by protecting the surrounding society in various ways, such as establishing safe, secure, and human supervision. It also provides the confinement of inmates by making them follow the law without violation.
However, the subdivision is faced with challenges like the overpopulation of inmates. The inmates are flocked within the organization, thus posing a chall ...
Running head REIMPLEMENTATION OF A BEDSIDE SHIFT REPORTREIMPLEM.docxtodd581
Running head: REIMPLEMENTATION OF A BEDSIDE SHIFT REPORT
REIMPLEMENTATION OF A BEDSIDE SHIFT REPORT
Reimplementation of A Bedside Shift Report
Problem Statement
The underlying challenge experienced by most of the healthcare facilities when it comes to implementing bedside shift report is the lack of necessary skills and knowledge by nursing staff as well as the impact of changes it will bring after implementation to nursing practice. Direct care providers must stay engaged in the implementation process for this project change to bear fruits to unit-related outcomes of care and accessibility. Leadership commitment and program evaluation are what I believe this project proposal is going to provide to enhance change compliance and increased staff accountability. As a result, bedside shift report (BSR) has become a popular solution in most of the healthcare facilities nowadays as it improves patient satisfaction and ensures effective communication among families, patients and staffs (Dorvil, 2018).
Evidence-Based Literature about Bedside Shift Report (BSR)
American Nurses Association (2001) provides a plethora of evidence-based practice and even provides templates to use on their website, supporting nurses reporting the bedside. Their mission is to advance nursing to the highest standards possible by setting objectives and goals that enable them to help transform health care, and what better way to do that than by integrating nurse, patient, and family into report together. According to Dorvil (2018), BSR implementation comes with many benefits, primarily when caregivers use patient-centric innovative care to maintain quality of care. Hospital efforts in providing quality care are supported by evidence-based practice whereby promoting this excellence of service delivery yields more benefit to healthcare facilities as well as to the consumers of healthcare services (McAllen et al., 2018).
Pre-Implementation Plan
In this proposal, I have chosen Lewin’s theory of change, as it is rooted in social psychology. My BSR implementation aligns with this theory because it associated with aspects of behaviorism and developed an interest in Gestalt psychology (Rani, 2017). My BSR project proposal will follow the three stages proposed by Lewin that, first, I will unfreeze the current position, then shift the focus to the new situation and finally refreeze the new situation. Moving to a new situation and refreezing the new condition serves best as my initial survey analysis, which will help me develop the re-education training program for all involved stakeholders.
The BSR will incorporate the off-going and the on-coming nurse in the patient’s room, at the bedside. This measure will ensure that four eyes are laid on the patient to assess mentation, lines, drains, tubes, and drips/correct intravenous medication, as well as skin. While both nurses are doing this, they will integrate patient and family, if the patient should choose, listen, interject, and add.
After a policy is adopted, regulations are drafted and finalized, funding is allocated, and responsibility is designated to federal, state or local government agencies or nonprofit/for-profit organizations to implement the policy. Proper implementation involves designing regulations, monitoring compliance, and evaluating whether the policy achieves its intended outcomes. However, policies are not always implemented as intended due to issues like lack of funding, staff resistance, unrealistic goals, and variations across locations of implementation.
1. Case management is an intervention that aims to provide coordinated, comprehensive, and ongoing support to clients with complex needs. It originated in the early 20th century and has been applied to populations with substance abuse issues in the US and Canada since the 1970s.
2. The study aimed to conceptualize case management and the role of the case manager, and to provide recommendations for implementing case management in Belgium's criminal justice and treatment systems. It examined existing case management projects and gathered perspectives from key informants.
3. The study identified 17 case management projects in Belgian substance abuse treatment. Implementation of case management has been limited, and it has not yet been applied in the criminal justice system as envisioned in policy documents
Program Evaluation Name __Bob Smith Date _January 26, .docxbriancrawford30935
Program Evaluation
Name __Bob Smith Date _January 26, 2015______________
Program Name _____Program X__________________
1) Please provide a brief overview of the program. (This may be 1-2 sentences.)
Program X is a program which promotes cognitive reconstruction, problem
solving skills and social skills for offenders. The objective in implementing this program
is to change the offenders thinking and in turn change the offender’s behavior in a
positive manner.
2) What, in your opinion, makes this program effective?
The program has multiple qualities which makes it effective. The first of which is
the fact that the program does not attempt to directly affect the offender’s behavior, but it
attempts to affect the offender’s cognitive thinking. This quality of the program seems to
be more effective because our behavior is a direct result of our cognitive thoughts,
problem solving skills and social skills. Therefore this program goes directly to the
source of human behavior, cognitive reconstruction.
Another way in which this program is effective is the fact that it focuses on
problem solving skills, which I believe, can have a significant impact on deviant
behavior. In my opinion, many crimes which occur on a daily basis in America could
very easily be prevented in individuals possessed better problem solving skills. Problem
solving skills are directly related to crime especially in cases of violent crime. Many
deviant acts could be prevented if individuals had better problem solving skills.
3) What, in your opinion, makes this program ineffective?
In my opinion one characteristic of this program which would be ineffective is
how the program is administered, in a classroom setting with offenders. This setting may
provide various distractions while the trainers are administering the program. For
instance, if one trainer was attempting to teach a group of fifteen offenders. Let’s say
only five of the fifteen offenders graduated high school and five had a GED or high
school diploma equivalent. The five offenders who do not have a high school education
will probably be very difficult to control and even more so keep their attention. This
could provide for an ineffective learning environment even for those who truly want to
learn. I understand the participants (offenders) will be pre-screened and selected, but it
would be very difficult to avoid the above situation described in every program session.
4) Name one thing you would change about the program.
One thing I would change about Program X would be the selection of offenders
who will attempt to complete the program. The pre-screening process would be very
strict on who can participate in the program. Only offenders who attributed a desire to
better their cognitive reconstruction, problem solving skills and social skills would be
chosen. The reason I would change this is because offenders who do no.
This document discusses different provider payment systems used in healthcare. It describes line-item budgets, fee-for-service, per capita/capitation, per diem, case-based, and global budget payment methods. For each method, it explains the incentives they create for providers and impacts they can have on utilization, costs, and quality of care. The document emphasizes that provider payment systems are powerful tools that should promote policy objectives like access, quality and efficient use of resources.
CRJ 570 Social Justice Project Guidelines The Social.docxfaithxdunce63732
CRJ 570
Social Justice Project Guidelines
The Social Justice Project Paper will involve trend analysis, fact-finding policy analysis for
practitioner evidence-based decision-making, and a triangulation of criminal justice, social
justice, and responsible stewardship. The paper must be a minimum of 3,800 words in
length, but must not exceed 4,500 words.
The paper requires a minimum of 5 different non-worldwide web internet references. The
paper must be typewritten, double-spaced, standard margins, and follow the APA style and
format. The paper will be submitted through Turnitin.com. No previously submitted papers,
articles, reports or projects, in whole or part, to any university or college will be accepted. It
is expected that this will be your original work. No more than 15% of your entire document
can be quoted. The Social Justice Project Paper is 25% of your overall grade for this course.
The criminal justice system is the action mechanism for enforcing social ideologies and
policies related to acceptable and unacceptable behaviors. Moreover, the socially acceptable
sanctions and penalties are applied to law violators through the criminal justice system.
Certain sanctions carry periods of incarceration which can result in structural impediments
to re-entry as noted by convict criminologists. To place the re-entry issue into perspective,
according to the Bureau of Justice Statistics (BJS), more than 700,000 state and federal
prisoners returned to their communities in 2010. Furthermore, 95 percent of state inmates
will be released into their communities at some point in time according to BJS. Today,
recidivism rates remain high though states invest more than $50 billion annually in
corrections. According to one 2011 Pew Center on States report, despite significant
increases in state funding of prisons, from a national perspective more than four in ten
offenders return to state prison within three years of their release. Recidivism is measured
by criminal violations or violations of conditions of parole or probation that resulted in the
re-arrest, reconviction, or return to prison with or without a new sentence during a three-
year period following the prisoner's release at an average annual cost of $24,000 per
offender. Recidivism can represent new victims, higher tax expenditures associated with law
enforcement, prosecutorial, and judicial processes and re-incarceration, unsupported
families, public assistance, and other negative social ramifications. A 2007 forecasting
report by the Public Safety Performance Project of the Pew Charitable Trusts, stated “If
current trajectories continue, state and federal prisons will grow by 13 percent by 2013,
adding an additional 192,000 prisoners at a cost of $27.5 billion.”
Society is responsible for the laws and the sanctions, and society as a whole benefits from
the laws and sanctions when applied. Therefore, does social justice.
This organization aims to help those suffering from substance abuse and mental health issues in rural areas, especially McDowell County, North Carolina where it originated. Its mission is to teach people that recovery is possible through change. It addresses issues of substance use and mental health, and its goals are to reduce opioid misuse and overdoses through high-quality prevention, treatment, and recovery support services. The organization seeks to increase recovery rates using medication, counseling, and support. It targets anyone currently suffering from or affected by these issues.
The document provides an overview of Integrated Offender Management (IOM), which aims to reduce crime and reoffending through a coordinated, multi-agency approach to managing offenders. IOM brings together local criminal justice, health, housing and other social services to address the needs of high-risk offenders. A key principle is having a lead professional manage each offender's case. The document discusses how IOM works, its goals, challenges, factors for success and a case study example.
This document discusses the current state and future needs of behavioral health prevention. It makes three key points:
1) The field of prevention has advanced scientifically but funding and workforce development have not kept pace, leaving the current prevention workforce ill-prepared. A bachelor's degree and prevention-specific training are needed.
2) A coordinated, evidence-based statewide prevention system is needed to eliminate silos and political agendas. Local needs can still be met through ongoing community assessments.
3) Prevention must integrate across systems and sectors through partnerships. The prevention workforce, leadership, and dissemination of research must expand to engage all parts of the community, including businesses and organizations. Coordination is needed across federal, state and
Similar to · NCBI· Skip to main content· Skip to navigation· Resources.docx (20)
· Present a discussion of what team is. What type(s) of team do .docxalinainglis
· Present a discussion of what team is. What type(s) of team do you have in your organization?
· What is meant by the “internal processes” of a team? Why is it important to manage both the internal processes and external opportunities/constraints of a team?
Note: It should contain 3 pages with citation included and References should be in APA format
.
· Presentation of your project. Prepare a PowerPoint with 8 slid.docxalinainglis
· Presentation of your project. Prepare a PowerPoint with 8 slides illustrating the role in Interdisciplinary care for our aging population (Outcome 1,2,3,4,5) (6 hours).
Make sure it has nursing diagnosis
make sure it's a APA STYLE
make sure it has reference
.
· Prepare a research proposal, mentioning a specific researchabl.docxalinainglis
· Prepare a research proposal, mentioning a specific researchable title, background, Review of literature, research questions and objectives, methodology, resources and references.
· Prepare the Gant Chart to indicate the timescale for completing the proposal
RESEARCH PROPOSAL OUTLINE
1. Title
2. Background (introduction)
3. Review of literature
4. Research Questions & objectives
5. Methodology
4.1 Research Design
4.2 Participants
4.3 Techniques
4.4 Ethical Considerations
6. Time scale (Gantt chart)
7. Resources
8. References
.
· Previous professional experiences that have had a profound.docxalinainglis
· Previous professional experiences that have had a profound effect:
Before I started college, my parents wanted me to excel in healthcare knowing its high demand. The path to health care and eventual employment in a notable hospital setting seemed less risky than the one of Art and design. A few networking events and some LinkedIn leads later I came across an opportunity to start a Biomedical Engineering startup in South Florida with two investors willing to mentor me in a field I wasn’t familiar with. Luckily this new venture I was undertaking had a somewhat speculative risk. I made sure they were mostly in my favor thanks to the connections my investors had in the industry, and my background in health care. My hard work and diligence paid off slowly teaching myself the mechanics of the industry through the engineers we would hire. I remember watching how they would calibrate medical devices from pumps to life-saving equipment in awe. And with the same tenacity absorbing all the medical jargon in the Biomed world. I was adamant about doing my best and being the best even if that meant leaving my creative dreams behind. We started the business almost four years ago as a small minority women-owned business in the corner of a business complex. Five biomedical engineers and six technicians later we are still scaling and have since expanded our office from that small corner to the entire business building. Currently, we are a nationally recognized Biomed and medical supply company for some of the largest healthcare facilities in both the civilian and government sector. Yet through out all the achievement I felt the only sense of raw passion was when I collaborated with my engineers in delivering problem solving services to the hospital we served. Their job was to service devices in a hospital at a micro level and I would bridge that gap by identifying problems and finding opportunities in product service at a large-scale. Working hand in hand with the engineers in articulating the hospital need for turnover I would use design through projective process in creating a plan that would work in the most practical sense.
This moment of free creative problem solving was the highlight of my job. It gave me an opportunity to realize that although at times my approach was unconventional it would work. My systematic methodology I had adapted from working with engineers and my innate out of the box idea would come to together to solve some of the most challenging issues. Little did I know that this minor stroke of self-awareness would one day have me consider architecture.
Your current strengths and weaknesses in reaching your goal.
I realized my creative talents in design could not flourish under the pressures of work. I would constantly leave the office feeling drained in a profession my heart was not set on. In this I learned my weakness was how far I was willing to neglect the urge for creativity, and in exchange it jeopardized my sense of purpos.
· Please select ONE of the following questions and write a 200-wor.docxalinainglis
· Please select ONE of the following questions and write a 200-word discussion.
1. The Federal Reserve Board has enormous power over people's lives with its power to set and influence policy that determines monetary policy in the United States. Do you think this is proper for a democracy to provide the FED with so such power? How is the FED held accountable?
2. Do you believe that the roles of government should change from era to era, or should the US determine the proper role of government and try to maintain it through the ages?
3. Explain Executive Power in the US Constitution and briefly the process by which it developed over the years. Do you think the Framers should have been more specific about the powers of the presidency? Should the country try to make it more specific today?
· Please read the discussions below and write a 100 to 150 words respond for each discussion.
1. (question 1) I do believe that this is proper for a democracy to provided such power to FED. Without the FED the economy would face two problem, which are recessions that can lead into depressions, and inflation. The FED needs to have power to endures the country will not fall into economic trouble. In class professor McWeeney stated that the FED has the power to increase interest rates to control inflation, and the power to decrease interest rates so that theres more money in the economy to create more business and jobs so there wont be a recession. The FED needs these power to try to put the economy in a sweet spot. The FED is held accountable to the government and public. The FED does this by being transparent and giving and annual report to congress.
2. (question 2) I believe that the roles of the government should be changed from era to era. My main reason the roles should be changed is because major changes are constantly happening in the field of law. For example, the progressive era and modern era had several economic reforms that had taken place including increased regulation, anti-trust activity, application of an income tax, raise on social insurance programs, etc. Throughout this time, the government gave women the right to vote. I believe the economy is growing rapidly due to employment relationships, better technology, education, new polices, social and economic changes. This is the reason why the roles of the government should be changed from era to era.
Communicating professionally and ethically is one of the
essential skill sets we can teach you at Strayer. The following
guidelines will ensure:
· Your writing is professional
· You avoid plagiarizing others, which is essential to writing ethically
· You give credit to others in your work
Visit Strayer’s Academic Integrity Center for more information.
Winter 2019
https://pslogin.strayer.edu/?dest=academic-support/academic-integrity-center
Strayer University Writing Standards 2
� Include page numbers.
� Use 1-inch margins.
� Use Arial, Courier, Times New Roman.
· Please use Firefox for access to cronometer.com16 ye.docxalinainglis
· Please use
Firefox
for access to
cronometer.com
16 years old Female. Born on 01/05/2005. Height 5’4, 115 lbs
· Menu Analysis
DAY 2
Quesadilla
Fiesta beans
Salsa
Sour cream
Corn
Fruit
· Submit Screen Shot for Nutrient report for assignment menu(s)
§ Right click to use “Take a screenshot” feature (Firefox only) on specific date you want to have screen shot to save/obtain.
Nutrient Report and Food Intake
· The paper must include all required elements including
each
Cronometer, Excess, Deficit, and
G
roup
Summary of your nutrient report and food intake
Excess
:
· List
ALL
Nutrients that are
Over 100% (Except Amino Acids)
on Cronometer Nutrient report
· List
Food Items
on menu that may reflect excess nutrients on Cronometer Nutrient report
Deficit
:
· List
ALL
Nutrients that are
Less than 50% (Except Amino Acids)
on Cronometer Nutrient report
· List
Food Items
on menu that may reflect deficit nutrients on Cronometer Nutrient report
Summary
:
§ Summarize your overall in 1-2 paragraph, evaluation and conclusion of nutrients and food items on the menu.
.
· Please share theoretical explanations based on social, cultural an.docxalinainglis
· Please share theoretical explanations based on social, cultural and environmental factors, which may contribute to victimization from criminal behavior
· Based on your personal or professional experience share your thoughts on what coping mechanism (internal and external), and support processes can be considered if becoming a crime victim?
.
· If we accept the fact that we may need to focus more on teaching.docxalinainglis
· If we accept the fact that we may need to focus more on teaching civic responsibility, how can this work with both "policies and people" in the school where you become principal?
In order to increase the focus on teaching civic responsibility, policy must be in place supporting this goal. A school leader must be willing to invest time and funds into planning, training, and implementing curriculum that emphasizes civics. Staff members may have different levels of interest, understanding, and comfort when it comes to incorporating civic responsibility into their teaching, so providing professional development in this area would be critical. The strategic plan for integrating civic responsibility and the expectations for each teacher’s involvement should be clearly communicated. In addition to establishing these policies regarding civics education, the school leader and teachers must work to model civic responsibility. In addition to sharing his or her vision for increased focus on civics with the school staff, the school leader should work to share his or her vision with school board members, other district personnel including the superintendent, and the greater community. Lastly, school leaders need to support their staff as they take risks and work to develop and implement new activities, discussions, and projects centered around teaching civic responsibility.
· How will you lead your staff in this part of the curriculum?
In leading my staff in this part of the curriculum, I would work to secure professional development related to civic responsibility, as this is not an area that I have expertise in, and work as a staff to develop our vision and implementation goals. I would also provide examples such as the work of the exemplar schools described in the article in integrating civic responsibility across all content areas, implementing service-learning programs, and creating partnerships between the school and community. I would also work within PLTs to develop ways that civic responsibility could be incorporated within their curriculum and remind them that they have my support as they embark on this endea
Required Resources
Text
Baack, D. (2017). Organizational behavior (2nd ed.). Retrieved from https://ashford.content.edu
· Chapter 8: Leadership
Articles
Austen, B. (2012, July 23). The story of Steve Jobs: An inspiration or a cautionary tale? (Links to an external site.)Links to an external site.Wired. Retrieved fom http://www.wired.com/2012/07/ff_stevejobs/all/
Charan, R. (2006). Home Depot’s blueprint for culture change. Harvard Business Review. 84(4), 60-70. Retrieved from EBSCOhost database
Grow, B., Foust, D., Thornton, E., Farzad, R., McGregor, J., & Zegal, S. (2007). Out at home depot (Links to an external site.)Links to an external site.. Business Week.
Retrieved from http://www.businessweek.com/stories/2007-01-14/out-at-home-depot
Stark, A. (1993). What's the matter with business ethics? Harvard Business Review, 71(3), 38-48. .
· How many employees are working for youtotal of 5 employees .docxalinainglis
· How many employees are working for you?
total of 5 employees
· How did you get your idea or concept for the business?
· CLEAR is a reflection by transparency, manifest and understood, our product is new in the market, and it follows the international fashion style that suits every lady,
· A bag represents you, bags are women priority, and its something women can't go outside without, our bags differ by other bags is that its clear, which is the new form of fashion style, we also made customization on bags so it is a remarkable tool that can lead to higher profit through increased customer satisfaction and loyalty, although it brings for our small factory a lot of work, the good work pays off, we entered these industry because there are no locals designer in it and we started in2016 and hope to reach a global position.
· What do you look for in an employee? (the most important things)
- helping customers on their choice
-stylist
- team work spirit
- deciplant & committed to work ethics
- Good Communication skills
- Ability to manage the conflict
- Is the company socially responsible?
Yes , we try our best to make some of sell go for the charity and especially to help poor people get new clothes , we donate 5% yearly in our total sales .
· What made you choose your current location?
Main criterias for selecting current location :
1- Close to the residence areas , meliha road, near the university of Sharjah
2- Easy access to the visiting customers
3- Its in a big avenue that has many designers and clothing brands
4- Easy to pick up from the shop
5- Serve a big segmentation
· What are your responsibilities as a business owner?
the main responsibility of the Business owner is to maintain the successful of the business, but in order to achieve this have to do so many tasks like:
1- Hire and manage the staff
2- Oversees the financial status , weekly and monthly .
3- Create marketing plans of how the business will be in a year
4- Update the website and chick the system
5- Rent fees
6- Make sure how customers are satisfied by the product
7- Make sure about product quality and chick up
8- Maintain a healthy work environment
9- Develop and fine tune the business according to the market situation
· How do you motivate your employees?
We follow different methods for motivations
1- Personal appreciation for individuals for hard work or personal achievements
2- Kind words
3- Flexible working hours
4- Daily bonus if achieved the daily sales targets
5- Giving the new collection bags as a gift before dropping it to the market , it makes them feel appreciated and special
· Can you give me an example of any challenges or problems that you faced with your shop and employees?
Hiring the right employee is always challenge, last Ramadan we had a huge unread massage for eid orders as well, our customer started to get angry and write under the inestgram comments that there was no respond for online shopping , we struggl.
· How should the risks be prioritized· Who should do the priori.docxalinainglis
· How should the risks be prioritized?
· Who should do the prioritization of the project risks?
· How should project risks be monitored and controlled?
· Who should develop risk responses and contingency plans?
· Who should own these responses and plans?
Introduction
This week, we will explore risk management. Risk management is one of those areas in project management that separates good project managers from great project managers. A good project manager makes risk management an integral part of every phase of project work. Risks are identified, prioritized, and understood. There are clear responsibilities within the team as to whose is responsible for implementing a risk response to reduce the impact should it occur. So let's get started.
What is Risk?
*Risk: An uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives.
Risks can be positive, meaning beneficial to the project, or they can be negative, meaning detrimental to the project.
Many students have a difficult time visualizing positive risks. A positive risk is an opportunity that may increase the probability of success, the return on investment, or the benefits of the project. They may also be ways to reduce project costs or ways to complete the project early. There may even be methods to improve project quality or overall performance. These are all examples of positive risks.
A negative risk can be easier to understand. It is the possibility that something will go wrong, a threat to the success of the project. It is important to remember that a risk is a possibility, not a fact. It is a potential problem. At GettaByte Software, there is the potential that a power outage would occur during data transfer. The potential exists that a key resource could become unavailable due to some unforeseen circumstance, like illness. Those are threats to the success of the project.
When buying a house to renovate, there are potential risks with respect to plumbing, wiring, the foundation, and so on.
A project manager needs to consider trying to make positive risks happen while trying to prevent negative ones from occurring. To do this, a project manager can take a proactive approach to risk management. This means he or she plans a risk response should it look as though the risk will become a reality. In this way, everyone knows exactly how to prepare and respond to the risk once it does become an issue.
The Risk Management Process
A project has both good and bad risks, which are referred to as positive and negative risks or opportunities and threats. For positive risks or opportunities, the project manager can choose from a range of risk responses. For threats, a project manager has a similar range of choices. The following, as described in the PMBOK® Guide, are the risk management processes.
Plan Risk Management:
· Risk Strategy
· Defines the general approach to managing risk on the project
· Methodology
· Defines the specific, tools, .
· How does the distribution mechanism control the issues address.docxalinainglis
· How does the distribution mechanism control the issues addressed in Music and TV, when in regards to race/ethnicity?
· Determine who controls the distribution of Music and TV, when in regards to race/ethnicity?
· In what ways does the controller of distribution affect the shared experience of the audience and community? Keep in mind that a community may be local, regional, national, or global. Be specific in your discussion.
.
· Helen Petrakis Identifying Data Helen Petrakis is a 5.docxalinainglis
·
Helen Petrakis Identifying Data: Helen Petrakis is a 52-year-old, Caucasian female of Greek descent living in a four-bedroom house in Tarpon Springs, FL. Her family consists of her husband, John (60), son, Alec (27), daughter, Dmitra (23), and daughter Althima (18). John and Helen have been married for 30 years. They married in the Greek Orthodox Church and attend services weekly.
Presenting Problem: Helen reports feeling overwhelmed and “blue.” She was referred by a close friend who thought Helen would benefit from having a person who would listen. Although she is uncomfortable talking about her life with a stranger, Helen says that she decided to come for therapy because she worries about burdening friends with her troubles. John has been expressing his displeasure with meals at home, as Helen has been cooking less often and brings home takeout. Helen thinks she is inadequate as a wife. She states that she feels defeated; she describes an incident in which her son, Alec, expressed disappointment in her because she could not provide him with clean laundry. Helen reports feeling overwhelmed by her responsibilities and believes she can’t handle being a wife, mother, and caretaker any longer.
Family Dynamics: Helen describes her marriage as typical of a traditional Greek family. John, the breadwinner in the family, is successful in the souvenir shop in town. Helen voices a great deal of pride in her children. Dmitra is described as smart, beautiful, and hardworking. Althima is described as adorable and reliable. Helen shops, cooks, and cleans for the family, and John sees to yard care and maintaining the family’s cars. Helen believes the children are too busy to be expected to help around the house, knowing that is her role as wife and mother. John and Helen choose not to take money from their children for any room or board. The Petrakis family holds strong family bonds within a large and supportive Greek community.
Helen is the primary caretaker for Magda (John’s 81-year-old widowed mother), who lives in an apartment 30 minutes away. Until recently, Magda was self-sufficient, coming for weekly family dinners and driving herself shopping and to church. Six months ago, she fell and broke her hip and was also recently diagnosed with early signs of dementia. Helen and John hired a reliable and trusted woman temporarily to check in on Magda a couple of days each week. Helen would go and see Magda on the other days, sometimes twice in one day, depending on Magda’s needs. Helen would go food shopping for Magda, clean her home, pay her bills, and keep track of Magda’s medications. Since Helen thought she was unable to continue caretaking for both Magda and her husband and kids, she wanted the helper to come in more often, but John said they could not afford it. The money they now pay to the helper is coming out of the couple’s vacation savings. Caring for Magda makes Helen think she is failing as a wife and mother because she no longer ha.
· Global O365 Tenant Settings relevant to SPO, and recommended.docxalinainglis
· Global O365 Tenant Settings relevant to SPO, and recommended settings
Multi Factor Authentication
Sign In Page customization
External Sharing
· Global SPO settings and recommended settings
Manage External Sharing
Site Creation Settings
· Information Architecture and Hub Site Management
Site Structure
Create and manage Hub Site
· Site Administration
Create Sites
Delete Sites
Restored Deleted Sites
Manage Site Admins
Manage Site creation
Manage Site Storage limits
Change Site Address
· Managed Metadata (Term Store)
Introduction
Setup new term group sets
Create and manage Terms
Assign roles and permission to Manage term sets
· Search
Search Content
Search Center
Crawl Site content
Remove Search results
Search Results
Manage Search Query
Manage Query Rules
Manage Query Suggestion
Manage result sources
Manage search dictionaries
· Security (identity – internal / external, and authorization – management of platform level)
Control Access of Unmanaged devices
Control Access of Network location
Authentication
Safeguarding Data
Sign out inactive users
· Governance – e.g. labels, retention, etc.
Data Classification
Create and Manage labels
· Data loss prevention
· Create and Manage security policies
· Devices Security policies
· App permission policies
· Data Governance
· Retention Policies
· Monitoring and alerting
Create and Manage Alerts
Alert Policies
· SharePoint Migration Tool
Overview
· Operational tasks for managing the health of the environment, alerting, etc.
File Activity report
Site usage report
Message Center
Service Health
· Common issue resolution and FAQ
.
· Focus on the identified client within your chosen case.· Analy.docxalinainglis
· Focus on the identified client within your chosen case.
· Analyze the case using a systems approach, taking into consideration both family and community systems.
· Complete and submit the “Dissecting a Theory and Its Application to a Case Study” worksheet based on your analysis
Helen Petrakis Identifying Data: Helen Petrakis is a 52-year-old, Caucasian female of Greek descent living in a four-bedroom house in Tarpon Springs, FL. Her family consists of her husband, John (60), son, Alec (27), daughter, Dmitra (23), and daughter Althima (18). John and Helen have been married for 30 years. They married in the Greek Orthodox Church and attend services weekly.
Presenting Problem: Helen reports feeling overwhelmed and “blue.” She was referred by a close friend who thought Helen would benefit from having a person who would listen. Although she is uncomfortable talking about her life with a stranger, Helen says that she decided to come for therapy because she worries about burdening friends with her troubles. John has been expressing his displeasure with meals at home, as Helen has been cooking less often and brings home takeout. Helen thinks she is inadequate as a wife. She states that she feels defeated; she describes an incident in which her son, Alec, expressed disappointment in her because she could not provide him with clean laundry. Helen reports feeling overwhelmed by her responsibilities and believes she can’t handle being a wife, mother, and caretaker any longer.
Family Dynamics: Helen describes her marriage as typical of a traditional Greek family. John, the breadwinner in the family, is successful in the souvenir shop in town. Helen voices a great deal of pride in her children. Dmitra is described as smart, beautiful, and hardworking. Althima is described as adorable and reliable. Helen shops, cooks, and cleans for the family, and John sees to yard care and maintaining the family’s cars. Helen believes the children are too busy to be expected to help around the house, knowing that is her role as wife and mother. John and Helen choose not to take money from their children for any room or board. The Petrakis family holds strong family bonds within a large and supportive Greek community.
Helen is the primary caretaker for Magda (John’s 81-year-old widowed mother), who lives in an apartment 30 minutes away. Until recently, Magda was self-sufficient, coming for weekly family dinners and driving herself shopping and to church. Six months ago, she fell and broke her hip and was also recently diagnosed with early signs of dementia. Helen and John hired a reliable and trusted woman temporarily to check in on Magda a couple of days each week. Helen would go and see Magda on the other days, sometimes twice in one day, depending on Magda’s needs. Helen would go food shopping for Magda, clean her home, pay her bills, and keep track of Magda’s medications. Since Helen thought she was unable to continue caretaking for both Magda and her husba.
· Find current events regarding any issues in public health .docxalinainglis
·
Find current events
regarding any issues in public health Anything about infectious diseases ( Don not pick one disease, you have you dig more infectious diseases)
· These current events can be articles, news reports, outbreaks, videos.
· Type down brief 2 sentences describing the event (don’t copy paste title)
· You should have
at least 7 diseases in
total
· No Malaria disease events, please
.
· Explore and assess different remote access solutions.Assig.docxalinainglis
· Explore and assess different remote access solutions.
Assignment Requirements
Discuss with your peers which of the two remote access solutions, virtual private networks (VPNs) or hypertext transport protocol secure (HTTPS), you will rate as the best. You need to make a choice between the two remote access solutions based on the following features:
· Identification, authentication, and authorization
· Cost, scalability, reliability, and interoperability
.
· FASB ASC & GARS Login credentials LinkUser ID AAA51628Pas.docxalinainglis
This document provides an overview and summary of the Governmental Accounting Standards Board (GASB) Codification of Governmental Accounting and Financial Reporting Standards.
The summary includes:
1) An explanation of the authoritative sources incorporated into the Codification including GASB statements, interpretations, and other pronouncements as well as NCGA and AICPA standards.
2) Details on the organization and structure of the Codification including its five parts addressing general principles, financial reporting, measurement, specific items, and specialized activities.
3) Guidance on using the Codification and on the authoritative status and hierarchy of GAAP for state and local governments.
4) Background information on the
· Due Sat. Sep. · Format Typed, double-spaced, sub.docxalinainglis
·
Due:
Sat. Sep.
·
Format
: Typed, double-spaced, submitted as a word-processing document.
12 point, text-weight font, 1-inch margins.
·
·
Length
: 850 - 1000 words (approx. 3-4 pages)
·
·
Overview
: In Unit 1 and Unit 2, we focused on ways that writers build ideas from personal memories and experiences into interesting narratives that convey significance and meaning to new audiences. In Unit 3, we have been discussing how writers invent ideas by interacting with other communities through firsthand observation and description. These relationships and discoveries can give writers insight into larger concepts or ideas that are valuable to specific communities. For this writing project, you will use firsthand observations and discoveries to write about people and the issues that are important to them. Your evidence will come from the details you observe as you investigate other people, places, and events.
Assignment
Write an ethnography essay focused on a particular group of people and the routines or practices that best reveal their unique significance as a group.
An ethnography is a written description of a particular cultural group or community. For the ethnography essay, you can follow the guidelines in the CEL, p. 110-112. Your ethnography should:
· Begin with your observations of a particular group. Plan to observe this group 2-3 times, so that you can get a better sense of their routines, habits, and practices.
o
Note: if you cannot travel to observe a group or community, plan to observe that community digitally through website documents, social media, and/or emails exchanged with group members.
· Convey insight into the characteristics that give the group unique significance.
· Provide context and background, including location, values, beliefs, histories, rituals, dialogue, and any other details that help convey the group's significance.
· Follow a deliberate organizational pattern that focuses on one or more insights about the group while also providing details and information about the group's culture and routine
As you look back over your observations and notes, remember that your essay should do more than simply relate details without any larger significance. Ethnographies also draw out the unique, interesting, and special qualities of a group or culture that help readers connect to their values or motivations. Note: Please keep in mind that writing in this class is public, and anything you write about may be shared with other students and instructors. Please only write about details that you are comfortable making public within our classroom community.
Assignment Components
In order to finish this project, we will work on the following parts together over the next few weeks:
Draft
: Include at least one pre-revised draft of your essay. The draft needs to meet the word count of 850 words and must also apply formatting requirements for the project—in other words it must be complete. Make sure that your.
· Expectations for Power Point Presentations in Units IV and V I.docxalinainglis
This document provides guidance for PowerPoint presentations in two units. It outlines 7 requirements for the presentations: 1) include a title slide, 2) include an overview slide after the title, 3) include a summary slide before the references, 4) cite sources on slides with information from readings, 5) do not use direct quotes, 6) include graphics, and 7) format references in APA style with matching in-text citations and reference list entries. It also notes that students can ask the instructor questions and should contact the instructor if they disagree with feedback.
· Due Friday by 1159pmResearch Paper--IssueTopic Ce.docxalinainglis
·
Due
Friday by 11:59pm
Research Paper--
Issue/Topic:
Celebrity, Celebrity Culture and the effects on society
1500 or more words
MLA format
Must include research from
at least 4
scholarly sources (use HCC Library and GoogleScholar) I have attached 20 pdf with scholarly sources to choose from. 2 were provided from teacher Celebrity Culture Beneficial and The Culture of Celebrity. I have also attached a Word Document Research Paper Guide. Please read all the way to bottom more instructions at the bottom. Disregards Links and external cites those are the PDFs.
Celebrity
is a
popular cultural Links to an external site.
phenomenon surrounding a well-known person. Though many
celebritiesLinks to an external site.
became famous as a result of their achievements or experiences, a person who obtains celebrity status does not necessarily need to have accomplished anything significant beyond being widely recognized by the public. Some celebrities use their
fameLinks to an external site.
to reach the upper levels of social status. Popular celebrities can wield significant influence over their fans and followers. Cultural historian and film critic Neal Gabler has described the phenomenon of celebrity as a process similar to performance art in which the celebrity builds intrigue and allure by presenting a manufactured image to the public. This image is reinforced through
advertisingLinks to an external site.
endorsements, appearances at high-profile events, tabloid gossip, and
social mediaLinks to an external site.
presence.
In previous decades, celebrity status was mainly reserved for film stars,
televisionLinks to an external site.
personalities,
entertainersLinks to an external site.
, politicians, and
athletesLinks to an external site.
. Contemporary celebrities come from diverse fields ranging from astrophysics to auto mechanics, or they may simply be famous for their lifestyle or
InternetLinks to an external site.
antics. Social media platforms such as YouTube, Twitter, and Instagram provide the means for previously unknown individuals to cultivate a significant following.
Celebrification
is the process by which someone or something previously considered ordinary obtains stardom. Previously commonplace activities, such as practicing
vegetarianismLinks to an external site.
or wearing white t-shirts, can undergo celebrification when associated with a famous person or major event.
Celebrity culture
exists when stardom becomes a pervasive part of the social order,
commodified
as a commercial brand. Celebrities’ personal lives are recast as products for consumption, with a dedicated fan base demanding information and unlimited access to the celebrity’s thoughts and activities. A niche community such as a fan base can be monetized through effective marketing that links brand loyalty to the consumer’s identity. Fans may be more likely to purchase a product or attend an event if they feel that doing so strengthens their.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
Communicating effectively and consistently with students can help them feel at ease during their learning experience and provide the instructor with a communication trail to track the course's progress. This workshop will take you through constructing an engaging course container to facilitate effective communication.
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Continuity of Offender Treatment for Substance Use Disorders
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Chapter 2—Case Management and Accountability
Coordinating systems to help the newly released offender can
seem overwhelming, due in large part to the burgeoning
caseloads carried by public sector agencies. Not only are the
criminal justice and substance use disorder treatment systems
fragmented and sprawling, but the offender will likely need
2. ancillary services as well (discussed in Chapter 5), which calls
for case management. As discussed in Chapter 1, case
management can follow an outreach, reach-in, or third-party
approach, or some combination of the three. No matter what the
model, research shows cost benefits, through reduced
recidivism, of cross-system integration for offender transitional
services (Inciardi, 1996; Abt Associates, 1995; Swartz et al.,
1996).
Case management is the function that links the offender with
appropriate resources, tracks progress, reports information to
supervisors, and monitors conditions imposed by the
supervising agency. These activities take place within the
context of an ongoing relationship with the client. The goal of
case management is continuity of treatment, which, for the
offender in transition, can be defined as the ongoing assessment
and identification of needs and the provision of treatment
without gaps in services or supervision. Accountability is an
important element of a transition plan, and case management
includes coordinating the use of sanctions among the criminal
justice, substance use disorder treatment, and possibly other
systems.
Go to:
Case Management in Transition Planning
Ideally, case management activities should begin in the
institution before release and continue without interruption
throughout the transition period and into the community. It is
recommended that transition planning begin at least 90 days
before release from jail or prison. Early initiation of transition
planning is important because it establishes a long-term,
consistent treatment process from institution to community that
increases the likelihood of positive outcomes. The case
manager's communication with other transition team members at
an early stage supports all aspects of the offender's recovery
and rehabilitation (e.g., education, health, vocational training).
Ideal Array of Services
Certain services are integral to a substance-using offender's
3. successful transition to the community. Reassessments should
be conducted at various stages throughout the incarceration and
community release process. Similarly, offenders also need
continued supervision after institution release. Continued
supervision also includes ongoing monitoring and assessment of
the offender's needs. These periodic substance use disorder and
supervision assessments should form the basis for ongoing case
management and service delivery. However, additional
assistance is needed in a number of areas prior to and after
release to prepare the offender for the return to family,
employment, and the community.
Often the offender needs help finding housing, since family and
social support networks and financial resources may be
minimal. Other activities may include teaching basic life skills
such as budgeting, using public transportation, seeking and
maintaining employment, and parenting. Many offenders have a
history of job instability, unemployment, or underemployment.
Improving the clients' likelihood of obtaining a job through
general equivalency diploma (GED) preparation, enrollment in
an educational program, vocational training, or job-seeking
skills class increases their chances of success after release.
Many offenders need training to enhance interpersonal skills in
both family relationships and with peers. Training in anger
management and in parenting groups can provide new methods
for resolving conflicts and facilitating reintegration into the
family and community. If possible, the family should be
involved in case management and treatment services during the
transition to the community. Participation in self-help groups is
an important adjunct to substance use disorder treatment to
engage the offender in the larger peer support community.
The array of services identified reflects the multiple
psychosocial needs of offenders, and takes into account the
likelihood that offenders will have periods of backsliding
requiring more intensive levels of treatment and supervision.
An effective transition plan is dynamic and evolves as the
offender accepts greater responsibility. The offender should be
4. present at team meetings so that she can see accountability
modeled as she participates with team members in implementing
the plan in the community. Being a part of the planning process
helps offenders begin to make their own decisions and take
responsibility for themselves. Because of the clear system of
sanctions and rewards, a sense of accountability is reinforced.
The Role of the Case Manager
Continuity of care implies that the range of services needed by
offenders are received, regardless of the system. When the
correctional system and the treatment system collaborate
effectively, there is an increased likelihood of treatment success
and a reduction in the risk of relapse and future criminal
behavior.
Case management is a critical element underlying continuity of
care. Studies indicate that case management improves shorter
term outcomes of treatment for substance use
disorders (Shwartz et al., 1997). The case manager(s) links the
offender with necessary resources, tracks progress, reports
information to supervisors, and monitors conditions imposed by
the court. Systems differ widely in terms of which entity
provides case management services, but the necessary functions
are the same, whether this role is filled by one person, an
interagency team, or a separate agency. The case manager works
directly with the client and collaborates with other criminal
justice and treatment provider representatives to ensure that the
offender maintains abstinence and avoids reoffending.
Case management functions typically include the following
activities:
· Assessing an offender's needs and ability to remain substance-
and crime-free
· Planning for treatment services and other criminal justice
obligations
· Maintaining contact with the probation officer and other
criminal justice officials
· Brokering treatment and other services for the offender
· Monitoring and reporting progress to other transition team
5. members
· Providing client support and helping the offender with all
involved systems (i.e., treatment, criminal justice, and child
welfare)
· Monitoring urinalysis, breath analysis, or other chemical
testing for substance use
· Protecting the confidentiality of clients and treatment records
consistent with Federal and State regulations regarding right to
privacy (42 Code of Federal Regulations [C.F.R.], Part 2)
Staff members of the program Treatment Alternatives for Safe
Communities (TASC) begin case management services for the
offender as early as local jurisdictions permit -- pretrial,
presentence, postadjudication, or prerelease (Weinman,
1992). In a model program in Hillsborough County, Florida, a
TASC counselor is assigned to each offender and conducts an
intake assessment for the community agency (Department of
Justice, 1991). A plan used in Ohio calls for case management
activities weeks or even months prior to release, to set the stage
for successful reintegration in the community and to develop
necessary linkages (Ohio Department of Alcohol and Drug
Addiction Services and Ohio Department of Rehabilitation and
Correction, 1997).
It is optimal to have a single, full-time case manager working in
conjunction with a transition team of highly involved staff
members from both systems. However, if the infrastructure and
resources do not allow for a full-time case manager position, the
primary counselor working with the offender should take the
lead in providing these functions. In these cases, the Consensus
Panel recommends that this role be filled by the treatment
provider. As the provider has clinical and personal knowledge
of the client, he can make appropriate referrals for ancillary
services, such as employment, vocational training, medical
treatment, and support for strengthening family relationships.
The increase in the use of the term boundary spanner to describe
part of the function of a case manager underscores the fact that
all organizations have boundaries. In social service systems,
6. those lines are often unclear because of overlapping functions
or gaps in functions. To avoid the fragmentation of care that
often results from uncoordinated systems, the Consensus Panel
recommends that a case manager or boundary spanner become
the primary link between the offender and all necessary social
services. The Panel recommends that the boundary spanner
come from the community-based treatment program, or the
supervising agency, though she may have a different "base"
agency, depending on funding and other variables.
Ideally, the case manager assumes primary responsibility for
identifying resources and helping the offender learn how to
access them. The case manager's duties include clear, concise,
and accurate documentation of the offender's progress,
including development of transition plans, legal status, program
protocols, and assessment results. This information should be
shared with the treatment providers, supervising criminal justice
agency, and other systems partners, as appropriate, who are
collaborating on activities related to the offender's transition
plan. The case manager needs a broad, in-depth knowledge of
the programs, modalities, and services of the providers in the
community to ensure an appropriate match for the offender.
Based on the assessment, the case manager should have the
authority to make recommendations to the community
supervision officer about the most appropriate treatment
options. This is particularly true if there was originally a
mismatch between the client's needs and the placement decision.
It is important for the case manager to determine and document
the reasons for transfer when the offender changes programs.
Information on success and failure rates of placements can be
useful when making future referrals.
The Concept of the "Boundary Spanner"
During site visits to jail mental health programs, one study
noted that the most effective programs included a core staff
position of boundary spanner. This person managed interactions
among correctional, mental health, and judicial staff and
enhanced the program regardless of the incarceration
7. setting (Steadman, 1992). The boundary spanner interacted on a
daily basis with representatives from all systems, and negotiated
among these three (often competing) systems.
A boundary spanner is especially useful for offenders in
transition to the community, and should be able to address
different sets of legal, clinical, and social issues that arise at
different points in the criminal justice system. Depending on the
point in the system(s) where the offender is found, an entirely
different set of legal, clinical, and social issues arise, and the
boundary spanner should have the capacity to address them all.
Boundary spanners must manage the sometimes conflicting
interests of many organizations. Therefore, those who perform
this function should have an in-depth knowledge of the systems
with which they interact, which may require some years of
experience. Individuals who perform well in this role know both
the formal and informal norms of the organizations, as well as
their internal operations and politics (Steadman,
1992). Boundary spanners must be respected and have
credibility from all the organizations with which they interact.
In an ideal situation, the system supports the boundary spanner
with a full-time position that pays a reasonable salary. The job
title and pay should be based on the functions performed, rather
than on professional degrees. It may be helpful to conceptualize
the boundary spanner in the context of the provision of case
management. Although many systems find difficulty in
financially supporting such a role, the function of the boundary
spanner is a useful model that may be adaptable in local
jurisdictions.
Go to:
Transition Plan Elements
Responsibility for continuity of treatment and offender
accountability will be shared across systems. Below are
elements that should be part of the transition plan.
Ongoing Comprehensive Assessments
The Consensus Panel recommends the development or
identification and use of standardized, comprehensive risk and
8. need assessment tools appropriate to offender populations.
Offenders should be assessed as early as possible and
throughout their involvement in the correctional system. Risk
assessments done at the time of release help determine the
appropriate level of supervision in the community (e.g., parole,
postprison supervision). Needs assessments determine and
document the offender's medical, psychiatric, psychosocial, and
family circumstances, and help identify the appropriate level of
treatment. Since the treatment needs of addicted offenders
change over time, there is a need for periodic, updated risk and
need assessments. Ideally, assessment information is part of a
cumulative and automated assessment management system.
Multiple assessments of offenders with substance use disorders
are necessary and should examine
· Treatment Needs -- to determine what types of treatment
interventions, services, and programs are appropriate
· Treatment Readiness -- to evaluate the extent to which clients
are motivated for treatment and whether they are likely to
benefit from treatment
· Treatment Planning -- to determine how intensive the
treatment should be and on which areas it should focus
· Treatment Progress -- to periodically determine whether
clients are responding to treatment and whether treatment
should be modified
· Treatment Outcome -- to determine the extent of behavioral
change, success, or failure (Inciardi, 1993)
Assessment for substance use disorders
Assessment for substance use disorders is central, since it helps
determine the level of treatment services and type of treatment
that can best meet the offender's needs. It may also help identify
barriers to treatment.
Assessments should be standardized, following accepted clinical
protocols such as the Substance Abuse Subtle Screening
Inventory (SASSI), the placement criteria of the American
Society of Addiction Medicine (ASAM), and the Diagnostic and
Statistical Manual of Mental Disorders, Fourth Edition (DSM-
9. IV). Since many factors associated with an offender's
criminality will impact on his treatment needs, wherever
possible relevant information from the risk assessment should
be considered in evaluating the substance use disorder
assessment. In New York State, the Division of Probation and
Correctional Alternatives is working with the Office of
Alcoholism and Substance Abuse Services to create a uniform
assessment protocol for use across the criminal justice
continuum, which addresses related risk elements in the
substance use disorder assessment of the criminally involved
client.
The substance use disorder assessment can be conducted by
institutional treatment staff or by community program staff that
comes into the institution or on site at the community program.
Staff members conducting assessments should be clinically
trained and meet the licensing or certification requirements of
the jurisdiction. If an assessment is being conducted by a
community-based treatment provider, it is vital that the
offender's complete treatment records be made available to the
treatment provider. The Consensus Panel recommends that
assessments for inmates be conducted at entry to the institution
and 3 to 6 months before release, at a minimum. Prerelease
assessments increase opportunities for the offender to prepare
for transition and allow institutional transition personnel and
community providers to plan for the offender's entry into a
program. Careful planning of assessments across points in the
criminal justice system can help avoid duplication of effort and
resources, preventing different parts of the system from
unnecessarily repeating assessments.
While there are different models for conducting assessments of
offenders in prisons, the process ideally is conducted through a
multidisciplinary team approach. For example, in one approach,
the institutional treatment staff provides a treatment summary
and referral form for offenders who are in custody at a halfway
house and participating in community-based treatment. In
another approach, the community-based treatment provider
10. conducts the assessment in the prison. Yet another approach has
the offender, the corrections staff, the parole officer, and the
community treatment provider all contributing assessment
information.
Assessment of life skills
When offenders leave institutional treatment, they are often
thrust into environments that feel utterly unfamiliar. Some say
they feel like tourists in a culture they don't understand, with
foreign rules and expectations. Offenders who have been in
prison for several years may become disoriented and highly
stressed and thus require counseling, while others may only
need training in a few basic life skills. It is important for the
case manager as well as the community treatment provider to
understand the level of psychopathology that may be directly
related to the duration of the incarceration.
Offenders often have significant needs for basic life skills such
as managing the tasks of everyday living, responding to people
who have biases about them, and coming to terms with societal
norms and expectations. Case managers must ensure that these
needs are met, since many offenders are easily frustrated.
Therefore, assessments of offenders' overall skills for daily
living should be conducted. For descriptions of various
assessment methods, please refer to the TIP 27, Comprehensive
Case Management for Substance Abuse Treatment (CSAT,
1998b).
The goals of assessments are to determine specific strengths and
weaknesses and to locate opportunities for improvement in
order to reduce the propensity for relapse. Critical areas to be
assessed include stress management skills, general psychosocial
skills, emotional readiness for the transition, and money
management abilities. Other areas to assess are problem-solving
abilities, decisionmaking, and other cognitive behavioral skills.
A case management assessment should include a review of the
following functional areas. These items are not exhaustive, but
demonstrate some of the major skill and service need areas that
should be explored. The assessment of these areas of
11. functioning gives evidence of the client's degree of impairment
and barriers to the client's recovery. The case manager may
have to perform many services on behalf of the client until
skills can be mastered.
Personal living skills
The client's ability to perform basic self-care functions and to
meet personal needs is a critical element in a case management
assessment. Individuals with deficits in this area are most likely
to have serious cognitive deficits and are also likely to have
coexisting severe mental disorders or neurocognitive deficits
secondary to trauma and/or substance use. The client should be
assessed for ability to perform the following activities of daily
living:
· Personal hygiene and grooming
· Management of sleep/wake cycles
· Dressing, taking care of clothing
· Preparing basic meals or obtaining a nutritious diet
· Faithful and correct use of prescribed medications
· Money management
· Orientation and sensitivity to time
Social and interpersonal skills
Effective participation in the self-help groups often required of
those with substance use disorders requires some level of social
ability. The case management assessment should therefore
include an evaluation of the client's
· Conversational skills
· Respect and concern for others
· Appropriateness in varied social settings
· Attachments, ability to form and sustain friendships and
relationships
· Constructive leisure and recreational activities
· Anger and conflict management
· Impulse management
· Criminality and distorted thinking
Service procurement skills
While the focus of case management is to assist clients in
12. accessing social services, the goal is for clients to learn how to
obtain those services. The client should thus be assessed for
· Ability to obtain and follow through on medical services
· Ability to apply for benefits
· Ability to obtain and maintain safe housing
· Skill in using social service agencies
· Skill in accessing mental health and substance use disorder
treatment services
Prevocational and vocation-related skills
In order to reach the ultimate goal of self-supported
independence, clients must also have vocational skills and
should therefore be assessed for
· Basic reading and writing skills
· Skills in following instructions
· Transportation skills
· Manner of dealing with supervisors
· Timeliness, punctuality
· Telephone skills
The case management assessment should include at least a brief
scan for indications of harm to self or others. The greater the
deficits in social and interpersonal skills, the greater the
likelihood of harm to self and/or others as well as endangerment
from others. The case manager should also conduct an
examination of criminal records. If the client is under the
supervision of a criminal justice agency, supervision officers
should be contacted to determine whether or not there is a
potential for violent behavior, and to elicit support should a
crisis erupt.
Assessment of literacy and employment
Assessment of literacy skills is another key component of the
transition. Ideally, an offender who needs basic literacy training
will have received it while incarcerated. Many institutions that
have experienced funding reductions have successfully turned to
local boards of education for funding or attracted volunteers to
work with inmates. However, in many jurisdictions, the
responsibility for literacy training has shifted to the community
13. because of reduced funding for educational programs in prisons.
Literacy training helps increase an offender's self-confidence in
participating in society and dramatically increases the ability to
seek and obtain employment. Offenders should receive training
in other aspects of job readiness as well. They will likely need
help with resume writing, interviewing techniques, and various
reentry issues related to employment.
There are differences among States and systems with regard to
employment following release. Sometimes offenders are
required to begin work almost immediately (for example, within
2 weeks after release from prison). Absent such a requirement,
however, an assessment of the relative priority of return to
employment and treatment may determine that the latter is
actually a higher priority. In such situations, the offender can
address treatment needs while preparing for a return to
employment. If the offender's emotional readiness to return to
work is poor, the offender also can be provided with services
(e.g., self-help and empowerment workshops, job readiness and
skills training, mentoring).
Placement in an Appropriate Treatment Setting
Placement of the offender in a treatment program should be
clinically appropriate and based on the results of risk and needs
assessments. In an ideal transition, the offender participates in
treatment planning and "buys in" to the program, internalizing
accountability. Examples of appropriate treatment settings
include a licensed residential treatment facility, a residential
program with a licensed substance use disorder component, a
licensed intensive outpatient substance use disorder program, a
standard outpatient treatment program, a substance use disorder
awareness and education program, and an aftercare program.
Placement planning may also include linkages with and
arrangements for participation in local self-help groups,
including information on times and locations of meetings or
obtaining a sponsor.
The placement should reflect the risk presented by the offender,
that is, the level of responsibility and accountability that can be
14. attributed to the offender. For example, a residential program
provides a higher degree of accountability than an outpatient
program. As an offender internalizes an accountability structure
with the support of the treatment provider and the community
supervision officer, he can be placed in a less controlled
environment. Eventually, the community supervision officer
may leave the transition team, and the offender may be
supported only by the treatment provider. In some cases,
however, community supervision may extend beyond the
formalized treatment plan, and the offender will exit treatment
and still be accountable to a legally mandated and enforceable
period of supervision.
Relapse Prevention Plan
An individualized relapse prevention plan should be developed
for each offender. This plan, which can be brief, generally lists
the behavioral "early warning" signs that can be useful signals
to all members of the transition team. It is often developed as a
standard form, written in simple, nonclinical language, with a
checklist of indicators that help predict the potential for relapse.
Examples of effective relapse prevention plans and their
components are reviewed in the CSAT publication, Relapse
Prevention and the Substance-Abusing Criminal
Offender (CSAT, 1993a).
According to Peters and Dolente, relapse prevention concepts
are easily understood by inmates, who generally have the ability
to learn why prior attempts to stop using drugs were
unsuccessful and to anticipate situations that threaten
recovery (Peters and Dolente, 1993). An effective relapse
prevention plan involves self-help groups and peer support, as
well as the community treatment and criminal justice systems.
Duration of Treatment
Since offenders with substance use disorders have a chronic,
relapsing disorder, a treatment plan must be of appropriate
intensity and duration. Findings of studies of the Amity Prison
program in San Diego, the Key-Crest program in Delaware, and
the Stay'N Out program in New York demonstrate that longer
15. duration of treatment—of up to 1 year -- is consistently
associated with better treatment outcomes among prison
inmates (Lipton, 1995). The Amity program includes a 1-year
residential aftercare component. The optimal duration for prison
populations has typically been found to be 9-12 months. Recent
findings of a Key-Crest study indicate that a longer and more
comprehensive regimen of treatment increases the likelihood
that an offender will be substance- and arrest-free in the long
run (Inciardi et al., 1996). Findings from the Shwartz study
previously cited, which describe outcomes from jail treatment to
community treatment, indicate that outcome improves when the
course of treatment is at least 30 to 90 days, followed by
continuing community treatment. These results provide clear
support for a comprehensive approach that includes jail or
prison treatment followed by community aftercare for offenders
with histories of substance use disorder problems.
Support Services
The psychosocial and substance use disorder assessments
described above will help pinpoint offenders' needs for social
services. Offenders may need help obtaining social services,
especially in light of recent changes in welfare reform. They
should receive, at the very least, up-to-date social resource and
referral materials. Support services are discussed in greater
detail in Chapter 5.
Depending on the capabilities of offenders, the case manager
may need to be assertive in providing assistance, for example by
helping offenders keep appointments, perhaps even by driving
them to their appointment sites. However, the ultimate goal of
treatment during the transition is to promote offender self-
sufficiency. Though case managers may have to broker services
initially, they should encourage self-sufficiency by having
offenders secure services themselves.
Model Program: Women in Community Service (WICS)
WICS is a national nonprofit organization founded in 1964 in
conjunction with the Job Corps. WICS consists of a consortium
of women's groups that began a mentorship program which has
16. evolved into a life skills program as well. Although not
originally designed for offenders, the Shelby County (Memphis,
Tennessee) Division of Corrections and the Oregon Department
of Corrections have WICS programs for women inmates. These
programs include a 10-week job readiness/life management
program along with mentors from the community, many of
whom are professionals or managers. In a recent outcome study,
women offenders who participated in WICS were better able to
find work and stay out of prison.
Transitional housing
Research demonstrates that extensive residential treatment
following release or as an alternative to incarceration can
reduce the rates of rearrest and relapse and increase the rate of
employment (Martin et al., 1995; Hiller et al., 1996). This
suggests that appropriate housing is an important aspect of
positive treatment outcomes. A basic requirement for a
successful transition is access to housing that is safe, free of
substance use, provides a structured environment, and supports
treatment goals. When offenders enter a residential treatment
program, such as a therapeutic community, their housing needs
and treatment needs will be met simultaneously. Another option
for offenders is going to a halfway house and working in a
furlough program.
Mentors and role models
Mentoring is an age-old practice that fosters growth and
independence, often for the mentor as well as the person
mentored. The case manager or specific service provider can
develop and implement mentoring services to help promote
successful reentry into the community. Currently used primarily
with women and youth, mentoring services involve an
individual outside the criminal justice system who provides
personal support to the offender to help her access community
resources and to provide social support. In this context,
mentoring can help offenders raise their expectations and hone
skills like problem solving and interacting with people.
In some mentoring programs, the mentors meet with offenders
17. while they are still incarcerated and encourage them to set
concrete goals, such as finding jobs, obtaining social services,
and finding housing. Typically, the mentor is a nonprofessional
who listens, provides support, and provides encouragement for
life skills development.
Exoffenders who are no longer in the criminal justice system
and have successfully navigated life in the community can
become important role models in the lives of transitional
offenders as volunteers. They can help by driving offenders to
treatment, bringing them to social service appointments, helping
them prepare for job interviews, sitting in on assessments with
them, and accompanying them to 12-Step meetings and peer
support group meetings. Both staff members and volunteers can
serve as role models. The Fortune Society in New York City,
for example, provides counseling, education, alternatives to
incarceration, career development, substance use disorder
treatment, AIDS/HIV counseling, education, and referrals to
offenders. The counselors at the Fortune Society are
exoffenders or recovering substance users and serve as role
models, tutors, teachers, and therapists. (See Chapter 6 for more
on this program.)
Self-help groups
In addition to developing other role model concepts in treatment
programming, transitional programs can encourage interaction
with 12-Step programs, Rational Recovery, Project Smart,
Winner's Circle, and other self-help programs. In self-help
groups, sponsors generally mentor newer members.
When offenders participate in self-help programs such as
Alcoholics Anonymous (AA) and Narcotics Anonymous (NA)
during incarceration, they learn to talk openly about substance-
use-related challenges and successes in an emotionally safe
environment. These self-help meetings take place throughout
the country and are often connected with community treatment
programs. As a result, offenders who participate in self-help
groups in institutions have a ready-made and familiar source of
support in the community. When members of the 12-Step
18. community go to institutions and run 12-Step meetings, they
provide personal linkages to the community and to other 12-
Step groups in the community.
Participation in 12-Step groups provides peer support for
remaining abstinent, handling daily living problems, and
developing a healthy social network. In addition, the self-help
approaches and methods work well in combination with
treatment: 12-Step milestones can be used as treatment
objectives; educational sessions can incorporate the 12 Steps,
and 12-Step philosophies can be incorporated into the overall
treatment process. At the Interventions-Wilmer program, for
example, the eighth step, "making amends," is incorporated into
the final 3 months of treatment (Barthwell et al.,
1995). Institution and community programs can support the 12-
Step process by providing the space for AA and NA meetings on
site. Under the Bridging the Gap Program in New York City,
inmates receive and send letters to AA members in the
community. Weeks before release, they are given the times and
locations of AA meetings in their home community, and may
even be met and taken to their first AA meeting on the day of
release.
In addition to 12-Step programs, other self-help groups can
contribute to successful transitions. Winner's Community is a
developing national network of successfully recovering
exoffenders. This program has created a prosocial community
among graduates of therapeutic community (TC) and other
substance use disorder treatment programs.
Winner's Community, which encourages honesty, a work ethic,
personal accountability, economic self-reliance, caring/concern
for others, family responsibility, community involvement, and
good citizenship, operates both in the institution and in the
community (De Leon, 1995). The therapeutic peer support
network in the community is called Winner's Circle; members
engage in frequent community meetings and activities. Winner
Circle is the institution-based meeting for offenders
participating in drug treatment in prisons and jails, preparing
19. offenders for the challenges on the outside when they are
released. This gives transitioning offenders a ready support
network upon release.
Family involvement
Many offenders do not have intact or available families, and
many offenders' families pose a risk for substance use or
recidivism. Nevertheless, if they can provide positive support
for the goals of the treatment, family members should be
involved in the assessment, planning, and treatment of
transitioning offenders.
Ideally, family education efforts should occur before the release
of the offender. Significant others and family members should
receive information about what to expect when the offender
makes the transition to the community. They should also
understand the nature of the treatment program in the
incarcerated setting, the substance use disorder, the transition
plan, and resources for the offender and the family. If
appropriate, family members may be asked to provide collateral
information about the offender's situation, but offenders should
always be asked if they want their families involved in their
treatment and give formal consent.
If assessment and treatment planning meetings are conducted in
residential treatment or halfway houses, family members can
sometimes participate in meetings and meet with parole
officers. Some prisons permit family members to participate in
prison-based meetings prior to the offenders' release. In fact,
some prisons allow extra family visits contingent on the
family's willingness to participate in treatment meetings.
To be a positive support for the offender and to participate in
the reintegration process, family members may benefit from
social and self-help resources, such as Al-Anon and Toughlove
groups. Another support group is Prison Families Anonymous,
for families with members who have been involved in the
corrections system. This valuable resource can address such
issues as guilt, responsibility, owning one's behavior,
detachment, and control. This group also has a referral service
20. to help families locate other resources.
Model Program: Providence House
Providence House in New York is a sanctuary of six transitional
homes committed to providing drug-free shelter and support to
homeless, abused, and formerly incarcerated women and their
children in a hospitable, compassionate, and communal
atmosphere. Volunteers who work outside the houses live
permanently in the houses, creating a core community,
providing stability and supervision. In addition, trained staff
members provide case management within the homes.
Fostering Accountability
Offender accountability is demonstrated by responsible behavior
that helps an offender build a crime-free and substance-free
lifestyle. It includes the fulfillment of commitments to legal
authorities, to the substance use disorder treatment plan, the
community, and to oneself. Accountability develops when an
offender internalizes the structure learned within a program and
applies it to life after incarceration—following rules, adapting
to a work culture, and adopting community norms. When an
offender demonstrates the need for fewer external controls on
his behavior and less supervision, he is rewarded with more life
choices and greater freedom.
Four interlocking components can help ensure offender
accountability and continuity of care during transition from
incarceration to the community. They are criminal justice
supervision, sanctions for violations, rewards for progress, and
treatment with ancillary services.
Model Program: WomenCare, Inc
WomenCare, Inc., is a private not-for-profit mentoring program
in New York City that recruits and trains volunteer mentors to
help women released from prison adjust to life outside. Mentors
receive ongoing training emphasizing problem-solving
techniques and skills to enable the offender to take personal
responsibility and make independent life decisions. Three
months before an offender's discharge, a mentor begins visiting
the incarcerated woman to formulate realistic goals and mutual
21. expectations. On the day of the discharge, the mentor is waiting
for the offender to help her make the initial transition to the
community. The mentor can offer moral support and concrete
help. WomenCare has a working relationship with more than 80
service providers assisting in areas dealing with housing,
employment, treatment, health, parenting, legal assistance, and
education.
Community Supervision
Offenders with substance use disorders should have some form
of community supervision stipulated upon release to help
maintain treatment progress. However, some States cannot
stipulate the continuation of treatment upon release. In the State
of California, for example, an offender has a right to challenge
parole recommendations and reject substance use disorder
counseling, even if recommended by a transition team or parole
officer. In most cases, however, mandated treatment supports
the work of the transition team by lending the authority of law.
The Use of Incentives and Sanctions
The use of incentives and sanctions is an integral part of
community supervision, although sanctions are generally less
powerful than incentives in changing behavior (Gendreau,
1996). However, sanctions are often essential in fostering
accountability in offenders.
Sanctions, or responses to noncompliant offender behaviors,
help hold offenders accountable and protect public safety.
Offenders should be told exactly which sanctions will be used
in response to particular noncompliant behaviors at orientation.
Sanctions are most effective when applied in a graduated or
"tourniquet" manner. Appropriate sanctions include either
punitive or supervision-oriented responses (such as increased
urine testing) as well as therapeutic responses (such as
increased treatment level). Effective sanctions are matched to
specific behaviors by severity. For instance, the first missed
appointment should not result in a return to prison, but a fourth
"dirty urine" calls for more than a verbal warning. Finally, the
parties responsible for services to the offender should be
22. involved in applying sanctions. In other words, sanctions are
most effective when applied by a team approach.
Innovative and creative sanctions should be developed to
address violations. The methods used should be understood and
agreed upon in advance by both substance use disorder
treatment and community supervision staff. Sanctions should be
swift and certain or the credibility of the system and
accountability are greatly reduced. On the other hand, the
sanction system should include a mechanism to lessen the
intensity of requirements for those making measurable progress
in both the legal and treatment requirements.
Examples of sanctions typically provided by the criminal justice
and the treatment agencies are shown in Figure 2-3.
Periodic Reviews of the Offender's Progress
The transition team should conduct periodic reviews of the
issues addressed by the transition plan, including legal
requirements, appropriate placement in a level of care, the
effectiveness of sanctions, and the extent to which the offender
is meeting expectations. Risk and needs assessments can help
determine the level of supervision required.
During periodic assessments, supervisors should look at
concrete measures of accountability, such as a progress report
detailing treatment attendance and progress, and patterns of
relapse and urinalysis results. A protocol should be established
to make urinalysis an accountability tool that can be used
randomly, for cause, and by program design throughout the
transition period. A baseline urine test should be administered
on the first visit to the criminal justice authority after release.
The results can then be used as a measure against subsequent
tests.
Violations of any aspect of the transition plan must be dealt
with consistently, appropriately, and in a timely manner. A lax
attitude will jeopardize the individual offender's accountability,
as well as public safety and the integrity of the program. In
some cases, the decision must be made for offenders to return to
prison or jail. The case management team must continually
23. balance the conflicting needs of flexibility through
individualized treatment planning with the consistency needed
for personal accountability, treatment integrity, and public
safety.
Discharge and Safety Issues
Treatment discharge must be planned with community safety as
a central issue, and criminal justice discharge procedures are
determined by law. However, criminal justice and treatment
staff can work closely together on discharge and related issues
until termination of supervision. A discharge team should
include someone from the releasing institution, a community
supervision officer, a treatment provider, and, if available, the
case manager. The treatment discharge summary is completed
by the treatment provider.
Treatment staff receives information on compliance from
criminal justice staff who, in turn, is informed of treatment
progress. If the offender commits a technical violation after
discharge, supervision may be extended, even if the infraction is
not substance related. Any behavior issue is also considered a
treatment issue. Depending on the type of discharge required by
law or recommended by the treatment provider, an offender
should always be made aware that treatment is available.
The length of stay in the program should be determined by the
treatment provider who, along with the community supervision
officer, can monitor the progress of the offender. In some cases,
the treatment phase may end, but a criminal justice agency
maintains supervision authority over the offender. In those
cases, if a treatment reinoculation is needed, the mechanism for
it should be built into the system.
States should consider developing jail and prison diversion
programs as graduated and intermediate sanctions for technical
violators so that the offender can move from community-based
treatment back to short-term services, maintaining continuity of
care. A complementary system of incentives can also help
prevent violations by rewarding and encouraging
accomplishments and achievements. Programs of this nature can
24. help decrease criminal activity, ensure continuation of
treatment, and prevent relapse. For example, the Stay'N Out
program at the Arthur Kill Correctional Facility at Staten
Island, New York, has a special relapse prevention program.
The Amity Program at the Richard J. Donovan Facility uses a
30-day "dry-out" prison program as an intermediate sanction.
The Willard Drug Treatment Campus in New York State
provides parole violators with an opportunity to enter a 90-day
corrections-based treatment program without returning to jail or
prison.
Go to:
The Transition Planning Process
Successful transition from criminal justice institutions to
community treatment is almost always the result of purposeful
and careful planning. This planning must take place at both the
State level and institution level for prisons, as well as the many
agencies and programs involved in the transition. Coordinating
information exchange and training will produce a more efficient
and efficacious planning process. This transition or follow up
planning is required by the various standards of correctional
health care. In the National Commission on Correctional Health
Care standards, for example, the issues are addressed under a
separate continuity of care section.
The Flow of Information
The transition team should clarify the sources of information
necessary for the transition plan. For example, interagency and
intersystem agreements should be clearly defined early in the
planning process so that roles, responsibilities, and policies can
be clarified; confidentiality issues can be addressed; and means
of covering treatment costs can be identified. Once
confidentiality issues are addressed, data maintained in
management information systems (MIS) can be shared to
promote interagency communication, increasing the likelihood
of successful transitions. An MIS can provide rapid access to
information across agency lines.
The transition plan for an individual should increase the quality
25. of information transferred from staff in the institution to
providers in the community, decreasing problems caused by
miscommunication about the offender between the community
supervision officer and treatment staff.
Cross-Training
Parole officers, institution treatment providers, community
treatment providers, and corrections release counselors should
be cross-trained to improve appropriateness of placements.
Cross-training builds trust and reduces conflicts between staff
members from different systems.
Immersion training may also be an appropriate intervention that
ensures better referrals and that fosters a systemwide
understanding of the offender. The goal of immersion training is
to provide an intense educational experience for all system
representatives (judicial, corrections, probation, parole,
clinicians, and other community representatives) about the
transition process. The Texas Commission on Alcohol and Drug
Abuse and the Texas Department of Criminal Justice provide
immersion training to familiarize system representatives with
their Criminal Justice Treatment Initiative, which provides
different levels of treatment to inmates, parolees, and
probationers. The Texas training is a 3-day session that includes
role-playing and other interactive exercises to help increase the
sensitivity of various players toward the offender's problems,
obstacles, and challenges in transition from prison to the
community.
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ENGL 1301: Project Paper DEFINING THE PROBLEM,
SEARCHING FOR THE CAUSE, AND FINDING SOLUTIONS
Your video documentary must clearly define the problem based
on the selected theme, analyze the cause/s, and propose
26. solution/s. The video documentary must have a strong purpose
and must be produced to impact a college level audience. Each
group member is required to contribute to the video equally.
Group Work:
1. Select a problem within your theme. Each group member is
given one research area (problem/cause/solution.)
2. Define the problem/s pertaining to the theme chosen
3. Find the cause/s to the problem/s
4. Propose concrete and conceptual solution/s
5. Do a short 10 minutes’ video documentary per group.
6. The video must be uploaded on YouTube and the url shared
with the class.
7. Document and cite all videos and information that is used on
the last slide.
8. Credit all contributors.