This report, the second installment in a series devoted to revolutionizing detention programs and practices in America, highlights two basic — yet vital — components for advancing complex reform: Leadership and teamwork. Readers will learn exactly what it takes (coordination! small victories! committees!) to pull players from all corners of the juvenile justice landscape and have them step in sync toward one noble focus—creating a safer, fairer detention system for today’s youth.
Experts share four quick tips for sustaining collaboration in juvenile detention reform. At the top of the list: Light an initial spark with small wins. Select tasks that can be done quickly and frequently to illustrate the benefits — and the promise — of working together.
This report breaks down, by position title, who served on the collaborative at three different JDAI sites. It also lists what subcommittees each of these sites created to help tackle specific issues once their reform efforts kicked into gear.
One benefit to collaboratives? Their diversity. One drawback? Their diversity. To facilitate change — and keep reform efforts in sync — virtually all JDAI sites established a 12- to 15-member steering committee that made key decisions on behalf of the larger reform effort.
Leaders can reinforce the collaborative’s role — and ensure that their reform efforts stick — by making the changes official. This means rewriting procedures, policies, job descriptions and training modules to reflect the new and improved system.
Leaders will learn about four common challenges that they may face while championing complex reforms. Example: Defense attorneys may feel that their participation in the collaborative violates their sworn vow to protect children. The group must not shy away from addressing — and then resolving — this concern, as defense attorneys are critical to the reform effort’s success.
Fact: No JDAI site succeeded without the leadership of the presiding juvenile court judge.
Every JDAI site established a collaborative comprised of a diverse group of policy-level movers and shakers who had the authority to drive real change. At the onset, these groups worked together to sketch a three-part roadmap for reform. They defined: 1) what wasn’t working in their current system; 2) what their new system would look like; and 3) an action plan for change.
