"Feasibility of Multiagency Change Teams Involving the Department of Corrections and Community Substance Abuse Treatment Agencies." Prison Journal

• NCJ Number: 251722
• Journal: The Prison Journal Volume: 97 Issue: 1 Dated: 2017 Pages: 94-117
• Author(s): Gerald. Melnick; Karen Mckendrick; Wayne E.K. Lehman
• Date Published: 2017
• Length: 24 pages
• Publication Format: Article
• Publication Type: Research (Applied/Empirical); Report (Study/Research); Report (Grant Sponsored); Program/Project Description
• Language: English
• Country: United States of America

Annotation

As part of the National Institute on Drug Abuse's (NIDA's) Criminal Justice Drug Abuse Treatment Studies Organizational Process Improvement Intervention (OPII), this study tested a change-team intervention, using an external group facilitator to improve assessment and case planning in criminal justice settings associated with release from prison.

Abstract

OPII was designed to improve the understanding of how the change-team process can facilitate changes in how offenders are assessed and how information is conveyed between the agencies responsible for the reintegration of the offender into society. OPII studied the effect of multiagency change teams consisting of correctional and community drug treatment components on their ability to improve offender assessment and coordination between these disparate agencies. Change teams have a number of advantages in facilitating organizational change. The teams generally involve a bottom-up approach to change by involving line staff directly responsible for implementing work activities. Overall, the current study demonstrates the feasibility of forming multiagency change teams that involve a Department of Corrections and community treatment agencies in addressing drug treatment issues associated with offender reentry into the community. Findings show the influence on team process of the participants' personal psychological climate regarding the agencies they represent; however, the change team formed its own dynamics as a group over time, which led to the sharing of influence within the teams. Additional research is needed to understand the interaction between the organizational and change-team processes, particularly regarding differential effects of the organizational climates at the Department of Corrections and community agencies. Also, more insight is needed about the capacity of criminal justice systems in general to assess the need for change and implement evidence-based practices. Study methodology and limitations are discussed. 4 tables and 49 references