Transparent communication within the agency, with stakeholders, and with the community at large.
1. Strengthen relationships with the community and stakeholders by enhancing two-way communication.
2. Expand the agency’s communication infrastructure.
3. Address structural barriers to effective communication at the Juvenile Facilities.
• 85% of community members at an agency-sponsored listening session who indicate satisfaction with the outcome
of the event
• 85% of stakeholders indicating satisfaction with the frequency, depth, and clarity of agency communications.
• 85% of staff indicating satisfaction with the frequency, depth, and clarity of agency communications.
• 90% of Juvenile Facilities staff indicating satisfaction with internal communication.
• 85% of Juvenile Facilities staff indicating a high degree of connectivity with the larger agency.
| TASK | ACTIVITY | ASSIGNED TO | PLAN START | PLAN END |
|---|---|---|---|---|
| Objective 1 | Strengthen relationships with community and stakeholders by enhancing two-way communication. | 07/01/2022 | 12/31/2023 | |
| Task 1 | Form a workgroup to develop an agency annual report template that includes information about the agency’s budget and staffing, performance and outcome data, division descriptions, and progress in achieving strategic plan goals. The annual report should be based on the agency’s fiscal year and released no later than October of each year, beginning in October 2023. | CD Business Services | 07/01/2022 | 12/31/2023 |
| Task 2 | Establish an expectation that all Executive Committee staff will visit quarterly an agency worksite under their scope of authority, varying days of the week and times of day to increase staff and management interaction. | Chief | 07/01/2022 | 12/31/2023 |
| Task 3 | Schedule regular meetings that involve and engage the community to share information about the agency’s work, respond to questions or concerns from the community, and encourage an ongoing dialogue with community members between meetings. Meetings should occur at least biannually and could include town hall meetings led by the Chief and/or staff, focus groups, and feedback sessions | DM Admin | 07/01/2022 | 12/31/2023 |
| Task 4 | Identify and schedule sworn staff to participate in quarterly community based events that will increase the visibility of Probation and enhance community awareness of the agency’s work. Communicate these efforts to staff and the community, and allow a variety of employees to participate in these events. As part of this activity, consider combining PR and Events Committee events onto one calendar. | DM Admin | 07/01/2022 | 12/31/2023 |
| Task 5 | Hire a consultant to redesign the external and internal websites to make them more current and aligned with the agency’s strategic plan. Additionally, the consultant may work with the IT/Communications Manager to develop a sustainability plan for the websites. | DM Admin | 07/01/2022 | 12/31/2023 |
| TASK | ACTIVITY | ASSIGNED TO | PLAN START | PLAN END |
|---|---|---|---|---|
| Objective 2 | Expand the agency’s communication infrastructure. | 07/01/2022 | 12/31/2025 | |
| Task 1 | Explore expanding the role of the Public Information Officer (PIO) to include responsibility for enhancing internal and external agency communication, including writing press releases, managing social media accounts, overseeing website updates, creating an annual report, and assessing the agency’s longterm communication needs. This could involve hiring a full time PIO/Communications Manager. | Chief | 07/01/2022 | 12/31/2025 |
| TASK | ACTIVITY | ASSIGNED TO | PLAN START | PLAN END |
|---|---|---|---|---|
| Objective 3 | Address structural barriers to effective communication at the Juvenile Facilities. | 07/01/2022 | 12/31/2025 | |
| Task 1 | Establish an expectation that all JF housing management will have a presence on the unit on an ongoing basis so they can be available for staff. In addition, establish regular “office hours” for staff to access management. | CD Juvenile | 07/01/2022 | 12/31/2023 |
| Task 2 | Create a workgroup to study and make recommendations to the facility Managers regarding how to effectively utilize JF message boards and whether additional boards are needed. The workgroup should be led by Special Functions and Operations SDPO and include SrDPOs and CSOs. The workgroup will develop a list of items for general information boards and a onepage template for facility-specific boards. The following are possible topics for a General Information Message Board: welcome to new employees, transfers/moves, current agency happenings, staff appreciation, employees of the month, vacancies/#of candidates in background process, announcements of minutes being posted and how to access them, and HR issues/updates. The following are possible topics for a Facility-Specific Message Board (Muster Room): open shifts, safety bulletins, recent incidents, JF population, youth transfers within the facility, and sick bed/COVID +. | CD Juvenile | 07/01/2022 | 12/31/2023 |
| Task 3 | Establish procedures for CSOIIIs to conduct shift briefings and schedule time for emails. Evaluate the impact of established procedures on the effectiveness of communication methodology. | DM Housing | 07/01/2022 | 12/31/2025 |
| Task 4 | Establish biannual in-person and virtual JF townhall meetings that are mandatory for all staff and that are led by the Chief and/or Chief Deputy. Multiple sessions will occur to try to capture varied schedules. Townhall meetings establish regular, ongoing communication between the Chief and JF staff. Townhall meetings should include hot topics, legislative changes, upcoming activities or items, and a question-and-answer segment. | Chief | 10/01/2022 | 12/31/2025 |
