Please use this identifier to cite or link to this item: http://hdl.handle.net/10125/63526

TRANSFORMATIVE PLANNING: REFRAMING AND REFORMING THE YOUTH JUSTICE SYSTEM THROUGH THE JUVENILE DETENTION ALTERNATIVES INITIATIVE

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Item Summary

dc.contributor.advisor Umemoto, Karen N.
dc.contributor.author Miao, Tai-An Heather
dc.date.accessioned 2019-10-09T18:57:43Z
dc.date.available 2019-10-09T18:57:43Z
dc.date.issued 2019
dc.identifier.uri http://hdl.handle.net/10125/63526
dc.subject Urban planning
dc.subject Public policy
dc.subject collaborative planning
dc.subject institutional change
dc.subject participatory planning
dc.subject social learning
dc.subject system change
dc.subject tranformational planning
dc.title TRANSFORMATIVE PLANNING: REFRAMING AND REFORMING THE YOUTH JUSTICE SYSTEM THROUGH THE JUVENILE DETENTION ALTERNATIVES INITIATIVE
dc.type Thesis
dc.contributor.department Urban & Regional Planning
dc.description.degree Ph.D.
local.identifier.alturi http://dissertations.umi.com/hawii:10036
dcterms.abstract Abstract This research on planning as social learning for systems change considers the metacase study of the Juvenile Detention Alternatives Initiative (JDAI), a social planning process undertaken with the philanthropic support of the Annie E. Casey Foundation. I consider the design of the model-site based approach to social learning through two case studies of local juvenile justice system sites participating in JDAI: the Santa Cruz County model site and the Hawai‘i state non-model site. I explore the relationship between the JDAI social learning process and changes to actors’ thinking, beliefs, and behaviors, as reflected through stakeholder interviews and participant observation of planning activities. Based on the model site case study, I draft a theory of change and construct a framework for systems change. I then apply the framework to the second case study of the Hawaiʻi JDAI site to assess the strengths and weaknesses, accomplishments and limitations of the approach to system change in a non-model site. I conclude by proposing recommendations to enhance the JDAI approach to system transformation. I focus on a central aspect of the JDAI theory of change that has not been consistently implemented within either of the case studies or the initiative as a whole. I integrate insights from planning theory and practice to address the current barriers to deeper system change. Finally, I discuss implications of this study for social learning and systems change. Key words: collaborative planning, participatory planning, system change, institutional change
dcterms.extent 287 pages
dcterms.language eng
dcterms.publisher University of Hawai'i at Manoa
dcterms.type Text
Appears in Collections: Ph.D. - Urban and Regional Planning


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