At CJI, we work with criminal justice leaders to assist in the development of performance measures.

We focus on measures that are

  • specific,
  • measurable,
  • attainable,
  • realistic, and
  • timely.

In addition to developing measures, we have experience in

  • designing data entry forms and databases,
  • creating dashboards, and
  • establishing processes and procedures to regularly review performance data.

Measuring performance is vital to ensuring that what we are doing has the intended effect as well as making improvements in our current processes. “What gets measured is what gets done” is a familiar saying to many, but still holds true. Without establishing proper performance measures, many criminal justice organizations find that they are unable to answer even basic questions about the effectiveness of programs and practices.

Examples of our work in this area include:

Connecticut Contractor Data Collection System

CJI worked with the Court Support Services Division (CSSD) of the State of Connecticut’s Judicial Branch to design, implement, and expand its Contractor Data Collection System (CDCS). CDCS is an innovative data system that collects client-level service and treatment data from private providers to enhance the Division’s ability to use empirical evidence to improve public safety and client outcomes. These data, when combined with CSSD’s Probation, Bail and Family Services data and arrest information allows for unique opportunities for ongoing quality improvement at the system, program, and client levels, and for rigorous evaluation of CSSD’s internal and contracted programs. We assisted CSSD in:

  • Business analysis;
  • CDCS site design specific to each of CSSD’s community-based program models;
  • Establishment of performance and outcome indicators;
  • Report development;
  • Database rollout, training, and technical assistance with providers; and
  • Quality assurance

Data-Driven Decision Making in Imperial County, California

Collaborating with the Imperial County Probation Department, CJI developed a process for collecting, analyzing, and reporting key data elements. This included:

  • Developing an action plan to link strategic objectives and activities to measurable performance indicators,
  • Proposing a data collection plan and supporting the implementation of new data collection, and
  • Designing data reports and facilitating capacity development on the use of data to improve programming.

The goal of this process was to create data reports that presented agency performance and outcome data at the individual, unit, and agency level that reflected the successes of the department and identify areas for enhancement. As a result of these efforts, the Department will be able to:

  • Track progress toward the goals and objectives outlined in the Department’s strategic plan;
  • Provide the executive team, employees, and stakeholders with information on the quality and efficacy of probation services;
  • Generate reports needed to comply with state and federal reporting requirements; and
  • Inform decisions on practice improvement.

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