here -

2014 Second
Chance Act
Planning and
(P&I) Guide
Josh Weber, Program Director, Juvenile Justice
Elizabeth Seigle, Policy Analyst, Reentry and
Juvenile Justice
Council of State Governments Justice Center
December 3, 2014
National nonprofit, nonpartisan
membership association of state
government officials
Represents all three branches
of state government
Provides practical advice informed by
the best available evidence
Second Chance Act Grantees
• Authorized by the passage of the Second
Chance Act in April 2008
• The NRRC is a project of the CSG Justice Center
and is supported by the Bureau of Justice
Assistance, Department of Justice
• The NRRC provides individualized, intensive,
and targeted technical assistance, training, and
distance learning to support SCA grantees
• The NRRC has supported over 600 juvenile and
adult reentry grantees since inception in 2009
Juvenile Reentry Systems Reform Grant Program
P&I Guide Purpose and Use
Review Sections of the P&I Guide
Grantee Experience Using P&I Guide
Next Steps and Common P&I Guide Questions
Juvenile Reentry Systems Reform Grant Program
P&I Guide Purpose and Use
Review Sections of the P&I Guide
Grantee Experience Using P&I Guide
Next Steps and Common P&I Guide Questions
Juvenile Reentry Systems Reform (JSR) Program Overview
Identify “jurisdiction-wide” reforms to the reentry process, supervision, and
services that will reduce recidivism and improve other youth outcomes
Garner the support of leaders across branches of government to inform,
advance, and oversee reentry reform efforts
Successfully complete planning phase deliverables, including the
development of a strategic plan to reduce recidivism for high-risk youth
Establish and institutionalize a coordinated, collaborative approach across
systems and branches of government to promote reentry reforms
Demonstrate how key reentry reform efforts will be operationalized, progress
measured, and improvements sustained over time
Examples of Reentry Policy and Practice Reform
 Conduct risk assessments to measure treatment progress in facilities and use
the results to guide and reduce lengths of stay and develop reentry plans
matched to youth’s risk and needs.
 Revamp facility service models to focus on evidence-based treatment and a
more developmentally appropriate approach.
 Establish quality assurance protocols to conduct an ongoing assessment of the
quality of private residential placements and mandate contractual compliance.
 Eliminate the use of residential step downs for the majority of youth leaving
secure facilities and establish in-home reentry services.
 Develop and formalize a cross-systems approach to assessing and addressing
youth’s mental health and substance use treatment needs.
 Establish a new parole supervision and training model focused on promoting
positive youth behavior change and employing a graduated response to
Juvenile Reentry Systems Reform Grant Program Parameters
Total Length of
Total Amount
• 12 months Planning Phase
• Up to $100,000 for planning to accomplish key
• Complete planning phase deliverables with
intensive support from NRRC technical
assistance provider
• Grantees compete for potential awards of up to
$2 million to implement strategic plan
Key Deliverables of the Planning Program
 Develop a reentry taskforce with participation from leadership across
branches of government and service systems that can help identify priority
reentry improvements and advance policy and practice changes.
 Develop a plan for tracking recidivism and youth outcome data, and using
this data to guide policy, practice, and resource allocation decisions.
 Assess barriers and gaps to reduce recidivism for target population, and
develop a comprehensive, jurisdiction-wide juvenile reentry strategic plan
to address these challenges.
 Identify the key tasks, staff, resource requirements, and timelines
necessary to effectively implement and sustain reentry reforms.
Key Deliverables Timeline
Effective Reentry Taskforce
February 27, 2015
Plan for Tracking Recidivism and
Other Youth Outcome Improvements
February 27, 2015
Reentry Strategic Plan
April 30, 2015
Implementation and Sustainability
June 30, 2015
SCA Comprehensive Juvenile Reentry
Systems Reform Implementation
Program Grant Solicitation
July (date forthcoming)
Juvenile Reentry Systems Reform Grant Program
P&I Guide Purpose and Use
Review Sections of the P&I Guide
Grantee Experience Using P&I Guide
Next Steps and Common P&I Guide Questions
P&I Guide Purpose
What is the P&I Guide?
-Roadmap for developing a
comprehensive, systemwide reentry strategy and
implementation plan that
promotes improved reentry
-Requirement under the
OJJDP FY14 Second Chance
Act Juvenile Reentry
Program solicitation
How can grantees use the
P&I Guide?
-Tool for continuously
assessing reentry policies
and practices to identify
strengths and gaps, and for
institutionalizing, and
sustaining reentry policies
and practices
-Foundation for submitting
a competitive application
for implementation funding
How will the NRRC use
the P&I Guide?
Assist grantees to
accomplish planning phase
deliverables in order to
compete for
implementation funding
Completing the P&I Guide
Grantees are responsible for completing and submitting to the NRRC the
identified exercises at the end of each section of the guide by the established
• The goal of the exercises is not simply to complete them, but to identify priority
reforms and establish the infrastructure to make lasting reentry reforms
• Conduct an honest self-assessment of challenges and needs
• Work collaboratively with your reentry taskforce
• Engage with your NRRC technical assistance provider through ideally at least biweekly calls and 1-2 site visits to support deliverable completion and next steps
The completion of the guide will culminate in an action plan and associated
implementation proposal to OJJDP
Examples of NRRC Technical Assistance Include…
Your NRRC technical assistance provider is responsible for providing intensive
distance and on-site guidance and support to help you accomplish your goals
and the planning phase deliverables. Examples of TA include:
 Facilitate strategic planning sessions or meetings of reentry task forces
 Present on the JSR program and “what works” to improve reentry outcomes to the
task force and government leaders
 Partner with our research division to help you identify baseline recidivism rates,
set improvement targets, and develop plans for tracking progress improvements
 Facilitate your policy/practice assessment and diagnosis of assessment results
 Help translate assessment findings into proposed policy and practice
improvements and implementation plans
 Connect grantees with additional research, examples of best practices from across
the country, and peer learning partners to support reentry reform efforts
Juvenile Reentry Systems Reform Grant Program
P&I Guide Purpose and Use
Review Sections Of the P&I Guide
Grantee Experience Using P&I Guide
Common P&I Guide Questions
Section One/Deliverable 1: Establishing a Comprehensive
and Effective Reentry Task Force
A reentry taskforce can help unite key system stakeholders
around reentry goals, promote a coordinated approach across
systems, and ensure agency leaders work together to support
system-wide reentry policy and practice changes.
Key Elements of an Effective Reentry Taskforce include:
 Comprehensive Membership
 Representative Leadership with Decision-Making Authority
 Defined Task Force Structure and Clear Goals
 Clear Membership Roles and Responsibilities
 Staff and Other Resources Support Sustainability
Section Two/Deliverable 2: A Plan for Tracking Recidivism
and Other Youth Outcome Improvements
Grantees must collect and use data to demonstrate
measurable reductions in recidivism and improvements in
other youth reentry outcomes in order to ensure progress
towards goals and effective use of time and resources.
Key Elements of Tracking Recidivism and Other Youth Outcomes include:
 Identify a specific target population for implementation activities.
 Establish a process and the electronic infrastructure for tracking the multiple ways
the target population may have subsequent contact with the justice system.
 Establish a priority set of positive youth outcomes.
 Establish baseline recidivism rates for the target population and identify targets.
 Analyze recidivism rates and other youth outcomes by key characteristics.
 Make recidivism and other youth outcome data available to key stakeholders.
 Use youth outcome data to inform reentry policy, practice, and resource allocation.
Section Three/Deliverable 3: Developing a Comprehensive
System-Wide Reentry Strategic Plan
Principle 1
Principle 2
Principle 3
Principle 4
Base supervision,
service, and resource
allocation decisions
on the results of
validated risk and
needs assessments.
Adopt and effectively
implement programs
and services
demonstrated to
reduce recidivism and
improve other youth
outcomes, and use
data to evaluate the
results and direct
system improvements.
Employ a coordinated
approach across
service systems to
address youth’s needs.
Tailor system policies,
programs, and
supervision to reflect
the distinct
developmental needs
of adolescents.
Section Four/Deliverable 4: Developing an Implementation
and Sustainability Plan
Grantees must develop a detailed Implementation Action
Plan to advance priority improvements, and commit to
sustaining the agency and taskforce’s efforts to advance
policy and practice improvements.
Key Factors of Sustainability Plans include:
 Stakeholder Engagement
 Leadership Support
 Staff buy-in and Training
 Oversight and Accountability
 Resource Allocation
Juvenile Reentry Systems Reform Grant Program
P&I Guide Purpose and Use
Review Sections of the P&I Guide
Grantee Experience Using P&I Guide
Next Steps and Common P&I Guide Questions
Department of Juvenile Justice
Georgia Department of Juvenile Justice
Youth Offender Reentry Framework
Strategic Plan
Presented to:
FY14 SCA Juvenile Reentry Systems Reform Program
Grantees Webinar
Presented by:
Georgia Department of Juvenile Justice
Office of Reentry Services
December 3, 2014
Development & Purpose of P&I Guide
• Consulted with national reentry experts.
• Consulted with a diverse group of additional stakeholders.
• Guide for shaping a system‐wide reentry strategy and integrated
set of policy and implementation expectations that promote
improved youth reentry outcomes.
• Tool for assessing the comprehensive, evidence‐based nature of
reentry policies and practices to identify strengths and gaps.
• Strategy for developing a shared understanding, buy-in, and
accountability across key stakeholders for the activities that
support improved youth reentry outcomes.
To present an overview of the planning process and method of the
Georgia Department of Juvenile Justice Youth Offender Reentry
Framework Strategic Plan workgroup.
The end state is to have a measurable positive impact on youth
successful transition and reintegration into the community and to
reduce recidivism and “OFFER HOPE AND YOUTH CHANGE”
DJJ Office of Reentry Services
December 2013, the Office of Reentry Services launched
the development of the Reentry Strategic Plan by:
• Review of the Vision, Mission, Goals and Objectives of the
• Mirrored the GA-PRI Framework and converted it into juvenile
justice language.
• Representatives were assigned to participate in a Reentry
Strategic Plan Workgroup from all sections throughout the
• Meetings were co-facilitated based on the subject area of
discussion, engaging an extensive range of subject matter experts
to review and develop the strategic plan.
DJJ Office of Reentry Services
• Workgroup met weekly over a three month period discussing the
Seven Decision Points which included twenty-seven Targets for
• Workgroup went line by line identifying each policy expectation
and each operational performance expectation as an Asset or
• Each Decision Point was linked to one or more written policies.
• The committee identified Barriers and developed what steps
needed to be taken to address the Barrier(s) and who would be
DJJ Office of Reentry Services
Rich discussion occurred allowing all participants an
opportunity to have robust conversation and a safe space
for expressing ideas and concerns.
• The Reentry Strategic Plan is initiating a process of Continuous
Strategic Thinking and Planning that will produce a network for
• The plan is designed to keep pace with the changing trends
related to juvenile justice research and reforms.
• The initial plan represents a beginning, not an end.
• Critical to success, we involved all federal and state agencies, nonprofit and for-profit organizations, community leaders and
DJJ Office of Reentry Services
Our goal was to assure the Georgia DJJ is moving in the right
direction by identifying key indicators for improvements which
results in changed youth, unified families, and safer communities.
• For each Barrier, we determined “Who” will do “What” and
“When” in order to eliminate the Barrier (i.e., create a “Plan of
• Next steps are to assess the resource/fiscal gaps that prevent the
Plan from becoming a system-wide reality; determine our current
fiscal commitment, what the cost is and what it will take to expand
the activity system wide.
• Determine performance measures in reaching and achieving the
changes identified in the Plan and how to include the performance
measures in policy and how they can be documented.
Reentry Strategic Plan
Three Phases & Seven Decision Points
DJJ Office of Reentry Services
The DJJ Youth Offender Reentry Framework Strategic Plan will be
used to guide DJJ youth reentry reforms at the operational level
through work groups and internal departments sections
The major focus will be to continuously review the assets and
barriers and develop plans of action to enhance assets and
overcome barriers to improve collaboration, coordination, and
execution through: information sharing, policies, directives,
performance based measures and outcomes, and improve youth
The Georgia DJJ will work to implement this strategic model to
Office of Reentry Services
B. Keith Jones, Director
Cathy Smith-Curry, Assistant Director
Andre’ Cheek, Program Coordinator
Robert Kiedinger, Program Coordinator
Kim Conkle, Program Coordinator
Katrina Paulk, Program Coordinator
Marissa Gautner, RTSS
Joseph “Greg” Lovett, RTSS
Delikah Carter, Administrative Assistant
A.J. Sabree, Strategic Planning and Implementation Manager
Juvenile Reentry Systems Reform Grant Program
P&I Guide Purpose and Use
Review Sections of the P&I Guide
Grantee Experience Using P&I Guide
Next Steps and Common P&I Guide Questions
Short-Term Next Steps
 December:
 Introductory call with TA provider and NRRC Juvenile Justice Program Director to review
current reentry process, documented policies and practices, and begin identifying
priorities for improvement
 Review current status of reentry taskforce and recidivism/youth outcome data capacity
 January/February:
 Engage regularly with reentry taskforce and TA provider to discuss current status and
improvements needed to reentry taskforce, leadership support, and data tracking
 Engage with CSG Justice Center research division and TA provider to help with
calculation of baseline recidivism rates, establishing improvement targets and best
practices for data measurement and analysis
 Schedule site visit with TA provider to facilitate and support completion of deliverables
1 and 2 and provide needed momentum for the initiative
 Submit to NRRC completed P&I Guide exercises (deliverables 1 and 2)
Commonly Asked Questions
Will OJJDP look at our completed
P&I Guides? If so, how will they be
using our responses?
What if we cannot get everyone
who should complete this guide to
the table in time?
How and to what extent can the
NRRC assist in developing the
Implementation Proposal?
What is the likelihood of receiving
implementation funding?
Thank You
Join our distribution list to receive
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For more information, contact Elizabeth Seigle ([email protected])
The presentation was developed by members of the Council of State Governments Justice Center staff. The statements made
reflect the views of the authors, and should not be considered the official position of the Justice Center, the members of the
Council of State Governments, or the funding agency supporting the work. Citations available for statistics presented in
preceding slides available on CSG Justice Center web site.

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