Facilities (General Capacity/Security)

To provide an opportunity for SCA grantees to gain a better understanding of inter-agency or inter-system collaboration that can affect systems change in reentry. This informal conversation will allow participants to hear from a panel of fellow SCA grantees as it relates to collaborating in a coordinated manner within and across agencies and systems to reduce duplication of effort, streamline services, ensure easy access, and ultimately improve the broad spectrum of Reentry services being provided.

Despite the ongoing pandemic, WVDCR was able to make significant progress on their time task. During this reporting period, the grantee distributed and collected surveys for all of the pilot sites, reviewed and updated their PREA policy - an ongoing project, and provided all pilot sites with access to the data reporting system. Additionally, the grantee reviewed and updated the coordinated response protocol.

King County Department of Adult and Juvenile Detention (DAJD) continues to be on track for successful completion. During the October to December reporting period, DAJD has had steady contact with the JDI coaches. Due to changing needs in staffing due to COVID, DAJD has decided to redirect some grant funding to innovative training for their staff. DAJD has begun developing a training plan that involves small lessons designed to keep information regarding sexual safety fresh for the staff and their resident population, with a focus on identifying red flags and reporting.

The Los Angeles County Probation Department (LACPD) has worked on staff training and resident education. Due to difficulty in hiring a training officer to assist in curriculum development, the PREA team has begun work on curricula on its own. The TMG coaches have assisted in reviewing materials and providing edits. LACPD is hoping to move forward with initiating the PREA audit process to begin in the summer of 2021. This has added pressure on the PREA implementation team in order to be ready for the initial audit.

DC DYRS continued to face implementation delays as a result of internal fiscal issues. The PREA Coordinator and grant point of contact Nancy Fisher were not able to access funds until October 1, 2020, the start of DC?'s fiscal year. This was due to DC?'s inability to recognize the grant funds in the previous fiscal year since the funds had not been part of the approved budget for the previous fiscal year. Unfortunately, October 1st was not the end of the challenges. Ms.

EBCI continues to struggle with implementation. Their facility head has been out on medical leave since July. The reservation continues to be hard hit by COVID. Non-essential staff, including human resources, are working from home. Unfortunately, they do not have full access to work systems and processes, further hampering efficiencies.

Early in this reporting period, the Michigan Department of Corrections (MDOC) made some progress on their implementation guide, but was faced with additional setbacks as the ongoing COVID pandemic continued to create challenges for the agency. In October the site leads and JDI coaches had a productive meeting with a mental health consultant to discuss the project goals centered around Woodland Correctional Facility and the development of a PREA model for working with inmates with mental illness.

The JDI coaches assisted the grantee in coordinating with internal and external stakeholders, providing sample documents, and resources from program development. SCDC continued to work collaboratively with the JDI coaches and actively sought out suggestions and feedback. Given the number and complexity of the deliverables, a secondary task force was created specifically to oversee the development of the peer support program. The task force includes mental health staff, program staff, and victim advocates.

During this particular reporting period, the agency fully committed to the development of the implementation plan. The team appears to be incredibly competent and committed, have a good knowledge of how to effectively plan for and use grant resources, and how to navigate their internal systems and structures.? The coach believes this site is on track and any delays will likely be due to COVID (i.e., scheduling and conducting onsite audits.

The site is experienced in managing BJA grants. They are well on their way to accomplish the goals set out in the original proposal. They have accomplished the milestone of drafting a RFP for a consultant team to assist in staffing analyses at their facilities. They have used coaching assistance well and we have set up monthly calls to discuss progress and problem solve.