Organizational Change According to OJJDP
The OJJDP Model explains certain systems must be in place in order to create lasting organizational change, with the ultimate goal of creating policies and practices that are inclusive and community-oriented, with awareness of the interests, needs, and cultural backgrounds of local residents and target youth. Below you'll see how the SCTF achieves organizational change in Clark County.
Cooperation: Each program, agency, or community representative of the Safe Communities Task Force ensures that its internal units are cooperating with one another and supporting the work of the program.
Information Sharing: A maximum sharing of information about target youth such that the role of each member is expanded outside the normal professional boundaries (e.g., police may become involved in social intervention, and outreach workers may assist with crime suppression by discouraging criminal acts by their clients).
Data Tracking: Case management and associated data systems are established so that contacts and services by all members of the Intervention Team are quantified to track youth entry into and exit out of the project, and measure outcomes and intervention dosage (by contacts and services) at individual and program area levels.
Training: Staff development and training for the Prevention & Intervention Team are conducted for the different types of team participants separately and collectively, especially around data sharing, joint planning, and intervention activities. Prevention & Intervention Team and SCTF members also receive training.
Mutuality: Special training, close supervision, and administrative arrangements are established for street outreach workers and law enforcement to carry out their collaborative roles in a mutually trustworthy fashion.
All of this is monitored by the SCTF Executive Committee.