JUVENILE PROBATION OFFICER PERCEPTIONS OF PARENTAL INVOLVEMENT IN JUVENILE PROBATION AND WITH CONTINGENCY MANAGEMENT.

Probation is a common sanction for youth substance users, and as such, juvenile probation officers (JPOs) shoulder much of the burden for treatment and rehabilitation. To improve youth outcomes and alleviate some of the burden, JPOs may seek parental involvement in the probation and substance use desistance processes. Using focus group data, we analyzed JPO perceptions of the role parents play in contingency management (CM)-an incentive system designed to produce and reward decreased substance use-and whether they perceived any value in CM. We found that most JPOs perceived parental involvement as critical to the success of both substance use treatment and CM for youth. Our findings also suggest JPOs found parental involvement in CM valuable given that CM was employed on nonstudy clients and future clients. This has implications for the practicality and sustainability of CM as a youth probation intervention.

Misunderstanding and Sensemaking Among Juvenile Probation Officers Working with Evidence-Based Practices.

Evidence-based practices and programs (EBPs) have been adopted in juvenile probation agencies nationwide to maximize the number of successful probation cases. However, various pragmatic studies have found that JPOs are not yielding the expected benefits when compared to efficacy studies (Lipsey et al., 2010; Taxman & Belenko, 2011). Using focus group and survey data, the current study sought to increase our understanding of the gap between pragmatic and efficacy studies in juvenile probation settings by examining JPOs' perceptions and utilization of EBPs. The findings suggest that JPOs are misunderstanding how to use EBPs in daily practice, leaving them with negative perceptions of EBPs. Implications for improving JPO understanding and use of EBPs are discussed.

Juvenile Probation Officers' Perceptions of Sanctions and Incentives as Compliance Strategies.

In juvenile probation, noncompliance with probation conditions is a common occurrence. To deal with this, juvenile probation officers (JPOs) may use different strategies, such as sanctions and incentives. This study uses survey and focus group data from 19 JPOs to evaluate their perceptions of the effectiveness of sanctions and incentives in reducing youth noncompliance, specifically in the form of substance use. Results show that there are two distinct groups of JPOs: those who believe sanctions are an effective deterrent strategy and those who do not. Perceptually and demographically these two groups contain significant differences. Notably, both groups have similar views of social incentives, but JPOs who believe sanctions are ineffective are significantly more likely to have positive views of tangible incentives. This study has implications for how the field of juvenile probation can target JPO perceptions to move toward incentive-based strategies rather than sanction-based strategies for reducing youth substance use.

The Legitimacy of Change: Adopting/Adapting, Implementing and Sustaining Reforms within Community Corrections Agencies.

Many criminal justice institutions implement evidence-based reforms. While most scholars are aware of implementation challenges, we still know relatively little about sustainability. Using longitudinal data from criminal legal staff implementing an evidence-based reform, this paper considers: What happens during the implementation of an organizational reform that affects continued use of these reforms? Guided by an organizational change framework, findings suggest sustainability aligns with key organizational goals including legitimacy, efficiency and effectiveness. While all sites saw the reformed practices as legitimate enough to initially consider adoption, two sites never adopted, four sites toyed with reform, and two sites continued to use the reform after the study was over. This paper explores sustainability and identifies legitimacy as an important factor that affects the routinization of new practices. Transformation of organizational change initiatives into routine practices should consider efforts to build legitimacy in lieu of primarily rationalizing on the values of efficiency and effectiveness.

The Compendium of U.S. jails: creating and conducting research with the first comprehensive contact database of U.S. jails.

BACKGROUND: Millions of people pass through U.S. jails annually. Conducting research about these public institutions is critical to understanding on-the-ground policies and practices, especially health care services, affecting millions of people. However, there is no existing database of the number, location, or contact information of jails. We created the National Jails Compendium to address this gap. In this paper, we detail our comprehensive methodology for identifying jail locations and contact information. We then describe the first research project to use the Compendium, a survey assessing jails' treatment practices for incarcerated pregnant people with opioid use disorder. RESULTS: This study sent surveys electronically or in paper form to all 2986 jails in the Compendium, with 1139 surveys returned. We outline the process for using the Compendium, highlighting challenges in reaching contacts through case examples, cataloging responses and non-responses, and defining what counts as a jail. CONCLUSION: We aim to provide tools for future researchers to use the Compendium as well as a pathway for keeping it current. The Compendium provides transparency that aids in understanding jail policies and practices. Such information may help devise interventions to ensure humane, evidence-based treatment of incarcerated people.

Juvenile probation officers' perceptions on youth substance use varies from task-shifting to family-based contingency management.

The majority of justice-involved youth have problems with substance use, but juvenile justice agencies face numerous barriers to providing evidence-based treatments for these youth. Task-shifting is one strategy for increasing access to such treatments. That is, training juvenile probation officers (JPOs) to deliver substance use treatments, such as contingency management (CM) could improve youths' motivation and behavioral outcomes. However, probation traditionally emphasizes sanctions over incentives, so JPOs must alter their perspectives to accept protocols such as CM for substance use. Using mixed focus group and survey methods at baseline and one year later, this randomized study examined heretofore unstudied JPO perceptions during a task-shifting experiment in which JPOs were asked to start delivering CM for youth substance use, compared to a control group of JPOs who did not change their practices. At baseline, JPOs expressed a perception of hopelessness about their work with substance-using youth and their parents, but they generally held positive views toward use of tangible incentives. One year after randomization to participate in CM training and delivery, JPO perceptions changed positively about working with youth and their parents, substance use programs and resources, and whether they believed tangible incentive programs were worthwhile. Over the same time, there was a perceptual stasis in hopelessness for JPOs randomized to deliver probation services as usual, and there was degradation in their previously positive perception toward tangible incentives. The study advances thinking regarding tools that JPOs can use for working with youth and families and the role that task-shifting can play in both increasing access to evidence-based treatments and improving attitudinal outcomes of JPOs.

Preparing for analysis: a practical guide for a critical step for procedural rigor in large-scale multisite qualitative research studies.

Despite attention to technical aspects of conducting qualitative research, few studies describe procedures for managing pre-analysis activities in large-scale multisite qualitative projects. As part of the data collection for the Criminal Justice Drug Abuse Treatment Studies, a national multisite research cooperative with nine research centers (RCs) conducted 700 semi-structured interviews to evaluate interorganizational strategies in three protocols focused on improving addiction- and health related service delivery in criminal justice settings. Guided by the research cooperative, RCs collaborated on many aspects of the qualitative data activities (e.g., codebook development and coding activities), however, pre-analysis procedures, such as organizing and managing resources, were primarily managed at the RC level. The present study examines these various practices and describes two exemplary approaches to pre-analysis, with emphasis on lessons learned and recommendations for coordinating resources, managing data, and maintaining fidelity to the study procedures for large-scale qualitative projects.

Community correctional agents' views of medication-assisted treatment: Examining their influence on treatment referrals and community supervision practices.

BACKGROUND: Alcohol and opioid use disorders are common among adults under community supervision. Although several medications (medication-assisted treatment or MAT) are Food and Drug Administration (FDA)-approved to treat such disorders, they are underutilized with this population despite established effectiveness at decreasing substance use. This paper examines how community correctional agents' understanding of addiction and views of MAT influence their professional actions regarding addiction medications. METHODS: A total of 118 semistructured qualitative interviews were conducted with community correctional agents taking part in the CJ-DATS MATICCE implementation study across 20 parole/probation offices in 9 US states. Using grounded theory methodology and an iterative analytic approach, issues of role perception, views of MAT, current treatment referral, and community supervision practices were explored. RESULTS: Agents often had limited autonomy to make direct treatment referrals, regardless of their views of MAT, as they were required to follow court orders and their organization's policies and procedures. Within some organizations, community correctional agents held sufficient autonomy to make direct treatment referrals, with agents struggling to reconcile their desire to support their clients who needed MAT with concerns about the abuse potential of opioid agonist medications. Viewing MAT as a "treatment of last resort" was counterbalanced by the view that it was an effective evidence-based practice. Agents described how MAT impacted their ability to supervise clients and how their knowledge and understanding of MAT was directly influenced by watching their clients who were successful or unsuccessful on MAT. Even those agents who were more accepting of MAT were largely unsupportive of it long-term use. CONCLUSIONS: Community correctional agents' views of MAT were influenced by their understanding of addiction as well as their experiences supervising clients receiving treatment with medications, but whether or not MAT referrals were made was not always within their control.

Adding positive reinforcement in justice settings: acceptability and feasibility.

Although contingency management (CM) approaches are among the most promising methods for initiating drug abstinence (S. T. Higgins, S. M. Alessi, & R. L. Dantona, 2002; S. T. Higgins, S. H. Heil, & J. P. Lussier, 2004), adoption and implementation of CM protocols into treatment programs are both challenging and infrequent. In criminal justice agencies, where roughly 70% of clients report substance abuse issues (F. S. Taxman, K. L. Cropsey, D. W. Young, & H. Wexler, 2007), CM interventions are virtually nonexistent. The Justice Steps (JSTEPS) study uses a longitudinal, mixed-method design to examine the implementation of a CM-based protocol in five justice settings. This article presents qualitative data collected during Phase 1 of the JSTEPS project regarding the acceptability and feasibility of CM in these justice settings. The study finds a level of acceptability (find CM tolerable) and feasibility (find CM suitable) within justice agencies, but with some challenges. These challenges are reflected in the following: (a) incorporating too many desired target behaviors into CM models; (b) facing intraorganizational challenges when designing CM systems; and (c) emphasizing sanctions over rewards despite the evidence-base for positive reinforcers. These findings have implications for advancing the dissemination, adoption, and implementation of evidence-based treatments (and CM in particular) in criminal justice settings.