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“TheRoleoftheDrugCourtJudge”
Hon.PeggyFultonHoraJudgeoftheSuperiorCourtofCalifornia(Ret.)
BrisbaneMagistratesConference31March2017
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Resource
• Downloadapdfversionat:hMp://www.ndci.org/publica&ons/more-publica&ons/-drug-court-judicial-benchbook
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JudgeRichardPosner
“Myanalysisandthestudiesuponwhichitbuildsfindthatjudgesarenotmoralor
intellectualgiants(alas),prophets,oracles,mouthpiecesorcalcula&ngmachines.Theyareall-too-humanworkers,respondingtothecondi&onsofthelabormarketinwhichtheywork.”
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DrugCourtJudicialSkills
• Taketwominutesandwritedownwhatyouthinkarethejudicialskillsthatadrugcourtjudgemustdeveloporenhance.
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5DrugCourtJudicialSkills
• Leadership• Communica&on• Educator• CommunityCollaborator• Ins&tu&onBuilder
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DrugCourtJudicialSkills
• Leadership(CoreCompetencies#1,2)• Communica&on• Educator• CommunityCollaborator• Ins&tu&onBuilder
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CoreCompetency#1
CoreCompetency1.Par&cipatesfullyasadrugcourtteammember,commiYnghim-orherselftotheprogram,missionandgoals,andworksasafullpartnertoensuretheirsuccess.
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Recipeforfailure
Ajudgewhois:LackadaisicalIndifferentBoredwiththeassignmentThinksthisis“socialwork”AbandonsjudicialroleHos&le
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Leadership
• Theroleofaleaderistoempowerothers,helpothersfixproblemsandserveothers.
Brady&Woodward(2007)
• Astheleaderoftheteam,thejudgeisfullycommiMedtotheprogram,itsmissionandgoals.
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Leadership,cont.
• Holdteam-buildingmee&ngsandfocusonprogramstructurewiththeteam
• Expectallteammemberstopar&cipateinstaffing.
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Drug Courts Where a Treatment Representative Attends Court Hearings had
100% reductions in recidivism
0%
5%
10%
15%
20%
25%
30%
35%
40%
Treatment attends court hearings
N=57
Treatment does NOT attend court hearings
N=10
38%
19%
Perc
ent r
educ
tion
in re
arre
sts
www.Jus&ceSpeakersIns&tute.comNote 1: Difference is significant at p<.05
Drug Courts Where the Defense Attorney Attends Drug Court Team Meetings (Staffings) had
a 93% Increase in Cost Savings
0%
10%
20%
30%
Defense attorney attends staffings
N=59
Defense Attorney does NOT attend staffings
N=11
29%
15%
Perc
ent I
ncre
ase
in C
ost S
avin
gs
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0%
5%
10%
15%
20%
25%
30%
35%
40%
Prosecutor attends staffings
N=5
Prosecutor does NOT attend staffings
N=5
38%
14%
Perc
ent i
ncre
ase
in c
ost s
avin
gs
Drug Courts Where the Prosecutor Attends Staffings had
a 171% Increase in Cost Savings
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Drug Courts where Law Enforcement is a member of the drug court team had
88% reductions in recidivism
0%
10%
20%
30%
40%
50%
Law enforcement is on team N=20
Law enforcement is NOT on team
N=29
45%
24%
Perc
ent r
educ
tion
in re
cidi
vism
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Note 1: Difference is significant at p<.05
Note 2: “Team Members” = Judge, Both Attorneys, Treatment Provider, Coordinator, Probation
Drug Courts where all team members attended staffings had 50% greater reductions in recidivism
0%
10%
20%
30%
40%
50%
All team members attend staffings
N=31
All team does NOT attend staffings
N=28
42%
28%
Perc
ent r
educ
tion
in re
cidi
vism
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DrugCourtJudicialSkills
• Leadership• Communica&on(CoreCompetency#2,3)• Educator• CommunityCollaborator• Ins&tu&onBuilder
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CommunicaDon
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CoreCompetency#2
CoreCompetency2.Aspartofthedrugcourtteam,inappropriatenon-courtseYngs(i.e.,staffing),thejudgeadvocatesforeffec&veincen&vesandsanc&onsforprogramcomplianceorlackthereof.
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IncenDves&SancDons
• Aberinputfromthewholeteam,thejudgeshoulddecideonincen&ves,sanc&onsandtreatmentresponses.
• Thejudgemuststayabreastofresearchonmo&va&onalinterviewingandbehavioralchangeliterature.
• Thejudgedeliversacoordinatedresponsetopar&cipantsinthecourtroom.
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Motivating Behavior Change
1. Re-State the Principle (What)
2. Explain the rationale/theory and the research behind the principle (Why)
3. Identify at least one way this applies to the Drug Court model (How)
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5StepstoDelivertheresponse1. Explainthedecisionandthefactors
consideredbytheteam2. Reviewseverityofthepar&cipant’s
substancedependence3. Notethebehaviorbeingrespondedto4. Howthebehaviorisimportanttotheir
recovery5. Whythepar&cularsanc&onandmagnitude
wereselectedNa&onalDrugCourtIns&tute,Incen&vesandSanc&ons:RethinkingCourtResponsestoClientBehavior
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PracDcewithapartner
Dannyhasbeenindrugcourt3months.Hehasgoneaslongas3weekswithoutaposi&vetest.Instaffing,youfindouthehadaposi&vetest.Yourcourtrequiresapar&cipantdiscloseusebeforetes&ng.Dannydidn’t.Theteamrecommendshewriteanessay.HowdoyoudelivertheconsequencetoDanny?
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WhatdoyousaytoDanny?
• IsDanny’sabs&nenceaproximalordistalgoal?
• Isthereadifferentresponsetothe“dirty”testandthelying?
• Whatsanc&onsareavailableandhowdoyouchoose?
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Judgeismostimportantfactor
• 80%ofpar&cipantssaytheywouldn'thavestayedindrugcourtiftheydidnotappearbeforeajudge
DrugCourtClearinghouse,AmericanU.
• Interac&onanddeliveryofresponsehasmostimpact
JudgeTrinaThompson,PresidingJudge,JuvenileCourt,AlamedaCounty,CA
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“Weighing”theTrialCourtPerformanceStandards
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TrialCourtPerformanceStandards
• Standard3.5ResponsibilityforEnforcement:TheTrialCourttakesappropriateresponsibilityfortheenforcementofitsorders.
• Standard4.5ResponsetoChange:TheTrialCourtan&cipatesnewcondi&onsandemergenteventsandadjustsitsopera&onsasnecessary.
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4.5Commentary
• Effec%vetrialcourtsareresponsivetoemergentpublicissuessuchasdrugabuse,childandspousalabuse,AIDS,drunkendriving,childsupportenforcement,crimeandpublicsafety,consumerrights,genderbias,andthemoreefficientuseoffewerresources.
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• Atrialcourtthatmovesdeliberatelyinresponsetoemergentissuesisastabilizingforceinsocietyandactsconsistentlywithitsroleofmaintainingtheruleoflaw.
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ProceduralFairness
• Voice:Givespar&cipantstheabilitytopar&cipateinthecasebyexpressingtheirviewpoint
• Neutrality:Consistentlyappliedlegalprinciples,unbiaseddecisionmakers,anda“transparency”abouthowthedecisionsaremade
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ProceduralFairness,cont.
• Respecoultreatment:Individualsaretreatedwithdignityandtheirrightsareplainlyprotected.
• TrustworthyAuthori&es:Authori&esarebenevolent,caring,andsincerelytryingtohelptheli&gants.Thistrustisgarneredbylisteningtoindividualsandbyexplainingorjus&fyingdecisionsthataddresseachli&gant'sneeds.
KevinBurke&SteveLeban,ProceduralFairness:AKeyIngredientinPublicSa&sfac&on,44Ct.Rev.4,6(2007)
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ExpediDous,FairandReliableCourtFuncDons
• TCPS5.2Commentary• Thepublichastrustandconfidencethatbasictrialcourtfunc%onsareconductedexpedi%ouslyandfairlyandthatcourtdecisionshaveintegrity
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PerceivedUnfairness
• Noonlyimpactstheindividualonthereceivingend• Butalsoimpactstheotherpar&cipants• Peoplewillsabotageaprocesstheyperceiveasunfairevenifitharmsthem
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CoreCompetency#3
CoreCompetency3.Isknowledgeableofaddic&on,alcoholism,andpharmacologygenerallyandappliesthatknowledgetorespondtocomplianceinatherapeu&callyappropriatemanner.
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Theprospectofpoten&alrewards
Petry,N.M.,Mar&n,B.,Cooney,J.L.,&Kranzler,H.R.(2000).“GiveThemPrizesandTheyWillCome:Con&ngencyManagementforTreatmentofAlcoholDependence.”JournalofConsul%ngandClinicalPsychology,68(2),250-257.Petry,N.M.(2001).“Con&ngentreinforcementforcompliancewithgoal-relatedac&vi&esinHIV-posi&vesubstanceabusers.”
TheBehaviorAnalystToday,2(2),78-85.
Thefishbowlstudy
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TimespentwithparDcipant
3minutesisop&mal
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Drug Courts Where the Judge Spends an Average of 3 Minutes or Greater per Participant During Court Hearings had
153% reductions in recidivism
0%
10%
20%
30%
40%
50%
Judge spends at least 3 min. per participant
N=23
Judge spends LESS THAN 3 min. per
participant N=12
43%
17%
Perc
ent r
educ
tion
in re
cidi
vism
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Drug Courts That Held Status Hearings Every 2 Weeks During Phase 1 Had 50% Greater Reductions in
Recidivism
Note: Difference is significant at p<.1
0%
10%
20%
30%
40%
50%
Drug court has review hearings every two weeks
N=14
Drug court has review hearings
more or less often N=35
46%
31%
Perc
ent R
educ
tion
in R
ecid
ivis
m
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DrugCourtJudicialSkills
• Leadership• Communica&on• Educator(CoreCompetencies#3,4,8,9)• CommunityCollaborator• Ins&tu&onBuilder
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DrugCourtKeyComponent#9
• Con&nuinginterdisciplinaryeduca&onpromoteseffec&vedrugcourtplanning,implementa&on,andopera&ons.
• Con&nuingeduca&onins&tu&onalizesthedrugcourtandmovesitbeyonditsini&aliden&fica&onwiththekeystaffwhomayhavefoundedtheprogramandnurtureditsdevelopment.
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TeamConDnuingEducaDon
• Par&cipateinregularcross-trainingwiththetreatmentteam• Employevidence-basedprac&cesandfocusonstrengths-basedapproaches
• BefacilewiththeNat’lRegistryofEvidence-BasedProgramsandPrac&cesnrepp.samsha.gov
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ConDnuingEducaDon,cont.
• TuneinOnTuesdays-liveandrecordedwebinarseriesthroughNDCI
• ExploreNat’lDrugCourtResourceCenterndcrc.org• “AsktheExperts”ndci.org• Teachatalawschool,statejudicialevents,NADCPannualconference,NDCItrainings
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CoreCompetency#4
CoreCompetency4.Isknowledgeableofgender,age,andculturalissuesthatmayimpacttheoffender’ssuccess.
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CulturalSkillsfortheJudiciary
• Valueothers• Self-awarenessofownvalues• Comfortablewithdifferences• Sensi&vetoself• Self-awarenessofownbias
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AwarenessofSelf:Knowledge
• OwnHeritage• Beliefsaboutbiases,limits,differences• Knowledgeofone’simpact
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AwarenessofOthers:Knowledge
• Specificknowledge• Understanddifferences• Understandinfluences• Understandpowerandprivilege• Knowpar&cipants’subculture
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AwarenessofOthers:Skills
• Familiaritywithresearch• Ac&veinvolvement
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AwarenessofOthers:AXtudesandBeliefs
• Beliefthatanega&veimpactmayexist• Abilitytocontrast• Awarenessofstereotypes
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IntervenDons:Knowledge
• Culturalconflict• Ins&tu&onalbarriers• Poten&albias• Characteris&csandresources• Discriminatoryprac&ces
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IntervenDons:Skills
• Communica&on,verbalandnon-verbal
• Ins&tu&onalInterven&on• Alliances• Consulta&on
• Culturallimita&onoftools• Applyingcontext• Workingtoeliminatebias• Educa&ngandinforming
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IntervenDons:AXtudesandBeliefs
• Respectfordifferences• Respectforprac&ces• Respectforotherlanguages• Valueofmul&culturalism
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Culturalcompetency
• Emphasizeitsimportancetotheteam• Befamiliarwithyourpopula&on• Engageintraining• Checkentrysta&s&cs,reten&onrates,andgradua&onratesforanyanomaliesbasedonculturalissues
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DrugCourtJudicialSkills
• Leadership• Communica&on• Educator• CommunityCollaborator(CoreCompetencies#5,6)• Ins&tu&onBuilder
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CoreCompetency#5
CoreCompetency5.Ini&atestheplanningprocessbybringingtogetherthenecessaryagenciesandstakeholderstoevaluatethecurrentcourtprocessesandproceduresandthereabercollaboratestocoordinateinnova&vesolu&ons.
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CoreCompetency#6
CoreCompetency6.Becomesaprogramadvocatebyu&lizinghisorhercommunityleadershiproletocreateinterestinanddevelopsupportfortheprogram.
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ConDnuingcontactwiththecommunity
• Con&nuetobeincontactwiththeagenciesyouworkedwithwhenseYngupthecourt
• Developandmaintainresources• Improveinteragencylinkages
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ConDnuingcontact,cont.
• Shareefficacyofthedrugcourtwithlocalcivicorganiza&ons,othermembersofthejudiciary,thelegalcommunity,andthecommunity-at-large*
• Seekopportuni&estoilluminatemediasourcesaboutthedrugcourt*
• Bethespokespersonforthecourt*Thesemayraiseethicalissuesinsomestates.Seekopinionsbeforeac&ng.
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CommunityeducaDon
• Serviceclubs(Rotary,Elks,Lions,etc.)
• Communityevents• Schools• LocalTVorradio• Guestcolumns• Other?
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Drug Courts That Had Formal Partnerships with Community Organizations Had
133% Greater Cost Savings
0%
10%
20%
30%
40%
Drug court has formal partnerships in
community N=15
Drug court doees NOT have formal partnerships
N=5
35%
15%
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ParDcipateinevaluaDons
• Assistindatacollec&on• Askevaluatortoiden&fyrelevantdataanddisseminateittotheteam
• Reviewprocessevalua&ons,ensurereferencetooriginalgoalsandobjec&ves
• Reviewoutcomeevalua&ons,shareposi&veinforma&onandaddressnega&veinforma&on
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Drug Courts That Used Paper Files Rather Than Electronic Databases Had 65% LESS Savings
Note: Difference is significant at p<.05
0%
10%
20%
30%
40%
Program uses paper files
N=8
Program has electronic database
N=3
20%
33%
Perc
ent i
ncre
ase
in c
ost s
avin
gs
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Drug Courts Where The Results Of Program Evaluations Have Led to Modifications In Drug Court Operations had
a 100% Increase in Cost Savings
0%
10%
20%
30%
40%
50%
Used evaluation to make modifications to
program N=18
Did NOT use evaluation to make modifications
N=13
36%
18%
Perc
ent i
ncre
ase
in c
ost s
avin
gs
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DrugCourtJudicialSkills
• Leadership• Communica&on• Educator• CommunityCollaborator• Ins&tu&onBuilder(CoreCompetency#7)
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CoreCompetency#7
CoreCompetency7.Effec&velyleadstheteamtodevelopalltheprotocolsandproceduresoftheprogram.
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Writeitdown!
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• WriMenpoliciesandproceduresarecri&cal1. Policyandproceduremanual2. Par&cipanthandbook3. Clientcontract4. Releasesandorders(modelsinbenchbook)
5. Incen&vesandSanc&onsList6. Rulesforphasemovement
www.Jus&ceSpeakersIns&tute.comNote1:Differenceissignificantatp<.15(Trend)
Drug Courts Where Team Members are Given a Copy of Written Guidelines For Sanctions And Rewards Had a
72% Increase in Cost Savings
0%
10%
20%
30%
40%
Team has guidelines N=33
Team DOES NOT have guidelines
N=11
31%
18%
Perc
ent i
ncre
ase
in c
ost s
avin
gs
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• Maintainanins&tu&onalmemoryasassignmentschange• Maintaincontactwithformerdrugcourtjudges• Haveasuccessionplan(aberyoustayatleasttwoyears)• Createalegacy
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Drug Courts That Have Judges Stay Longer Than Two Years Had 3 Times Greater Cost Savings
Note: Difference is significant at p<.05
0%
10%
20%
30%
Judge is on bench at least 2 years
N=9
Judge is on bench LESS THAN 2 years
N=3
25%
8%
Perc
ent i
ncre
ase
in c
ost s
avin
gs
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CoreCompetency#8
CoreCompetency8.Isawareoftheimpactthatsubstanceabusehasonthecourtsystem,thelivesofoffenders,theirfamiliesandthecommunityat-large.
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CoreCompetency#9
CoreCompetency9.Contributestoeduca&onofpeers,colleagues,andjudiciaryabouttheefficacyofdrugcourts.
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Beingadrugcourtjudge…
…willbethebestassignmentofyourlife.