Safe CommunitiesSuccessful Youth:A Shared Vision for the New York State Juvenile Justice System

Strategy and Action Plan

The New York State Juvenile Justice Steering Committee

July 2011

WebelieveNewYorkStateispoisedtosignificantlyreformourapproachtojuvenilejusticeandtransformoursystem into oneof thebest inthecountry.Wehavepromisingeffortsto builduponand leadershipacrossthestate,acrossthesystem,andinthegovernor’sofficethatiscommittedtochange.

In NewYorkState(NYS),thejuvenilejusticesystem isahighly complexnetworkof public andprivateagencies, organizations, courts, policies,and procedures at a state and local level, and also includesmyriad connection points to other systems. Improving outcomes for youth and for communitiesthereforerequiresacoordinated,strategic effort bymultipleactorsworking towardasharedvisionandcommongoals.Thatvisionmustencompassalljuvenilejusticeagencies,courts,andotherorganizations,frominitialcontactandarrestthroughtoreentry.Itmust takeintoaccounttheneedsofyouth,families,andcommunities.Itmustalsoensurecoordinationwithotherrelevantsystems.

Over thepast tenmonthswehavecome together as aSteeringCommitteeofkey leadersfromacrossthe state and from across the juvenile justice system and other systems to create such a vision.TheSteering Committee includes key senior leadership from city, county, and state agencies; privateorganizations(e.g.,voluntaryagencies,LegalAid);theadvocacycommunity;thejudiciary;and theNYCDepartment of Education.Wealso established threeexpandedWorkingGroups, eachwith a range ofsystemstakeholders,tohelpdevelopstrategies,goals,metrics,andcriticalnext stepstowardcreatingahighly effective system. Our process has included data‐driven analysis, extensive interviews withstakeholders,andbenchmarkingofeffectivepracticesacrossNYSandthenation.Thisreportoutlinesthevision and provides the framework for a coordinated action plan that will drive us toward betteroutcomes foryouth andcommunities.This report isastartingpoint for change,andwill evolve in thecoming weeks, months, and years as we work together to build a better system for youth andcommunities.

Theneedfor system improvement in ourstateisgreat,andwebelievethat itwill takethe jointeffortsand commitment of all stakeholders to transform thesystem.Thevisionwe have developed togetherreflectsourdeep commitment toimprovingthe livesofyoungpeople,strengtheningour communities,andensuringpublicsafety.Together,wecanmakethisvisionareality.

Sincerely,CamiAnderson,formerlyofNewYorkCityDepartmentofEducationLaurenceBusching,NewYorkCityAdministrationforChildren’sServicesSeanByrne,DivisionofCriminalJusticeServicesGladysCarrión,OfficeofChildrenandFamilyServicesHon.MichaelCoccoma,CourtsOutsideofNewYorkCityJohnDonohue,NewYorkPoliceDepartmentElizabethGlazer,OfficeoftheSecretarytotheGovernorJacquelynGreene,DivisionofCriminalJusticeServicesEmilyTowJackson,TowFoundationJeremyKohomban,TheChildren’sVillageTimothyLisante,NewYorkCityDepartmentofEducationRobertMaccarone,OfficeofProbationandCorrectionalAlternativesJamesPurcell,CouncilofFamilyandChildCaringAgenciesGabriellePrisco,CorrectionalAssociationofNewYorkKristinProud,NewYorkStateExecutiveChamberKellyReed,MonroeCountyDepartmentofHumanServicesHon.EdwinaRichardson‐Mendelson,NewYorkCityFamilyCourtVincentSchiraldi,NewYorkCityDepartmentofProbationTamaraSteckler,LegalAidSocietyMicheleSviridoff,NewYorkCityCriminalJusticeCoordinator’sOffice

3

LetterfromSteeringCommittee

Calls for reform of the juvenile justice systemhave been echoing acrossNewYorkState (NYS) for years, yet never before has the state been so poised fortransformation.Withstrongmomentumfor change,committed leadership,and thestrategicgoals laid out in this shared vision,the time is ripe for the statetoput inplaceoneofthenation’smosteffectivejuvenilejusticesystems.

Process

TheSteeringCommittee (SC)hasspentthepasttenmonthsdevelopingthissharedvisionandstrategicactionplanforreformingtheNewYorkState juvenilejusticesystem,fromthepointofinitial contact to aftercare and reentry.ThreeWorkingGroups supported the SC, each withmembershipspanningthejuvenilejusticesystemandothersystemsandfromaroundthestate,to provide feedback on the strategies and action steps on coordination and accountability,effectivecontinuum,anddatasharinganduse.TheeffortwasfacilitatedandmanagedbyFSG,a nonprofit researchandconsultingfirm, and took place betweenSeptember 2010 andJuly2011.

Aspartofthiswork, theSCaskedFSG toexplore perspectives fromstakeholdersacross NewYorkandthe restofthecountry. Inall,FSGinterviewedandconductedfocusgroupswithwelloveronehundredindividuals,includingsystem‐involvedyouth;parents;leadersandotherstafffrom city, state, and county agencies, private organizations, advocacy groups, the judiciary,related systems, nonprofit organizations, and foundations; as well as with national juvenilejusticeexperts,andstatesandotherjurisdictions thathadrecentlyundergonereform.Itisalsoimportanttonote thatGovernorDavidPaterson’sTaskForceReport,strategicplanningeffortsundertakenbyNewYorkCityandtheJuvenileJusticeAdvisoryGroup(JJAG),andotherpastandcurrentreform initiatives have provideda foundationfromwhichwe conducted thisplanningprocess.

Theeffortwasfundedwithgenerouspublicandprivate supportfromananonymousdonor,theDavidRockefellerFund,NewYorkCommunityTrust,NYSDivisionofCriminalJusticeServices(DCJS),OpenSocietyInstitute,PinkertonFoundation,ProspectHillFoundation,PublicWelfareFoundation,andtheTowFoundation.

CurrentState

The NYS juvenile justice systemmust betterdeliveronits responsibilities tokeep the publicsafe andtorehabilitate youngpeople.The currentsystem is oftenineffective, inefficient,andunsafe.Despitestateannualplacementcoststhatareamongthehighestinthenation,thevastmajority ofyouthwhopass throughthe deep‐endofthe system(less than3%of youthwho

4

Overview

encounterthe system) returnas adultoffenders.1 InNYS,over60%ofyouth are rearrestedwithintwoyearsofreleasefromstate custody.2Partsofthe stateplacementsystemareunderU.S.DepartmentofJusticeoversightandare the subject of a lawsuitforbrutalconditions ofconfinement,andthesystemdoesnotensurethe safetyofallyouthandsystemprofessionals.Inthefaceofahistoricallypunitiveandhighlycomplexsystemandaseverebudgetcrisis inthestate,wemustmovetoamoreeffectivemodel.

NewYorkis poisedforreform.Thereis tremendousmomentumbuildingacross thestate,withmultiple factorsunderscoringthe timeliness,urgency,andpotentialforchange.There is greatwork tobuildupon.Previouseffortsaroundthestateare largelyalignedwiththis work.BothGovernor Andrew Cuomo and Mayor Michael Bloomberg have publicly made the case forjuvenilejusticereform.LeadersacrossNewYorkCityhavedevelopedacityreformstrategyandroadmapthatdovetailswiththevisionandgoalsoutlinedbytheSteeringCommittee.Wenowhave demonstratedexamplesofwhatworks.Localities inNewYorkStateare alreadymakingchanges to reflect this knowledge, and many of these changes are yielding significantimprovementsinyouthandpublicsafetyoutcomes.

GuidingPrinciples

Inordertobuildasuccessfulsystemthatis responsivetoandmeets theneeds of all stakeholders – including the public, localcommunities,systemprofessionals,involvedyouthandtheirfamilies,andvictims –the juvenile justice systemmustbegrounded in four overarching principles: fairness—treating youth equitably at all points in the system,regardless offactors including race, ethnicity,genderidentity, sexual orientation, religion, or parentalinvolvement; effectiveness—providing system‐involved youth with a continuum of timely,contextually appropriate, youth and family‐guided,community‐based, evidence‐informed options thatreducerecidivismandpromoteyouthsuccesswhilebeingvigilantnot to involve youth further intothe system thannecessary; safety—ensuring the safety of system‐involvedyouth, the public, victims, and system professionals; andaccountability—where systems, agencies, courts, and other organizations, are individually,collectively,andpubliclyresponsibleforandheldaccountableforachievingresults.

5

1StateofNewYorkJuvenileJusticeAdvisoryGroup,“StateofNewYork,2009–2011:Three‐YearComprehensiveStatePlanfortheJuvenileJusticeandDelinquencyPreventionFormulaGrantProgram,”http://criminaljustice.state.ny.us/ofpa/pdfdocs/jju3yearplan2010.pdf.2SusanMitchell‐Herzfeld,VajeeraDorabawila,LeighBates,andRebeccaColman,“JuvenileRecidivismStudy:PatternsandPredictorsofReoffendingAmongYouthReenteringtheCommunityfromOCFSFacilitiesandVoluntaryAgencies,”PowerPointpresentationattheNewYorkStateDivisionofCriminalJusticeServices,April27,2010.

Overview

TheVision

We are committed toa visionfor a juvenile justice system thatpromotes youthsuccess andensures public safety across NYS.We seek notto incrementally improve the juvenile justicesystem,but to transform it.Our vision is ambitious, andwe aim tomake significant systemimprovements by 2016.Todoso,we mustmake toughdecisions, address funding andpolicygaps,improvehowwework togethertowardcommongoals,driveculture change,pursueandtrackcommunity andyouthoutcomes,and recognize the inherentinterdependence betweenyouthsuccessandpublicsafety.The visionwehave developedtogether,alongwithoutcomesthat define success, and components of system excellence we will pursue to deliver thoseoutcomes,aresummarizedinthediagramthatfollows.

6

TheVision

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1.SystemGovernanceandCoordination

TheNeed

CentralCoordinatingStructureIn order to have a high performingsystem,thereisagreatneedforastaffedstatewide centralorganizingstructure tocoordinate organizations and theimplementation of strategies and topromoteaccountabilityofsystemactors.While the state level structure shouldfulfill a myriad of critical responsibilitiesas outlined in the call‐out box to theright, it may not have regulatorya u t h o r i t y o v e r a n y a g e n c i e s ,organizations, or courts. In addition, atthe local level,3 some counties havealready established coordinating bodies.These structures should exist across alllocalities to provide a critical linkbetween state level strategies and locallevel implementation, incorporating thevoices of families and communityrepresentatives as possible. Dedicatedstate level funding streams, rather thanfederal or pooled funding acrossagencies, would enable sustainable,e ff e c t i v e f u n c t i o n i n g o f t h e s ecoordinatingbodies.

Breaking DownSiloingAmong Key GovernmentAgencies,Courts, andOtherOrganizations andOtherRelevantSystemsIncreasedcommunicationacross the hundredsofpublicagenciesandotherorganizations andcourts across the 62counties thatcomprise the juvenile justice systemwillbea key leverforoverall system improvement. Across the state, regular communication across agencies,organizations, courts, and other systems will enable analysis of overall system outcomes,

8

3“Local”mayencompassacity,county,orregion.

ComponentsofSystemExcellence

PotentialResponsibilitiesofaStateLevelSupportStructure

Administration

‐ Projectmanagement

‐ Facilitationofnecessarydiscussionstoimplementthesubsequentstrategies

Accountability,Evaluation,&Guidance

- Development and monitoring of quality standards andperformance

- Utilization of JJAG’s ongoing analysis of systemperformanceandoutcomestoinformsystemimprovement

Coordination,Communication,&Policy

- Facilitationof communicationamongstmembers of statesupport structure to understand current challengesacrossthesystemanddevelopcomprehensivesolutions

- Facilitation of communication between state and locallevelstounderstandcurrentimplementationchallengesatalocallevelanddevelopcomprehensivesolutions

- Development of policy and funding recommendations totheGovernor

- Legalandpolicyanalysisforsystemscoordination

sharingofbestpractices,andalignmentofstandards,programs,andorganizationalmissions.4This is especially important at key junctures at which the juvenile justice system and theeducation, mental health, substance abuse, and child welfare systems intersect, since aconsiderable portionof juvenile justice involved youthalso have significant educational andhealthissues,includingmentalhealthandsubstanceabusediagnoses,inadditiontofrequentlybeinginvolvedinthechildwelfaresystem.

AlignedFiscalIncentivesFunding formulas and incentives shouldbe structured toproduce desiredoutcomes throughsupportingprovenprogramsorpractices,suchasinvestmentincommunity‐basedalternativesto detention (ATDs) and placement (ATPs). Recent revisions to the OCFS Supervision andTreatment Services for Juvenile Programs (STSJP) allocation methodology illustrate acommitmenttosuchpractices byproviding localities fiscalincentives toincrease useofATDsand torequire use of a validated risk assessmentinstrument (RAI)when issuinga detentionorder. Continued commitment to implementing similar practices will help to push ongoingreform.

VisionforaWellGovernedandCoordinatedSystem

Awellgovernedandcoordinatedsystemwillbecharacterizedbythefollowing:• High Standards: At the individual organization and overall system level, agencies,

courts, andotherorganizations setandachieveambitious,performance‐basedgoals,groundedinbestpracticesandinformedbycommunityinput.

• Cross‐systemCoordination:Coordinatedpolicies,regulations,structures,andfundingmechanismssupportthedevelopmentofpartnerships,enable the sharingofrelevantinformation,andincreasethecoordinationofservicesbetweenallsystemactorsatthestateandlocallevels.

• EffectiveUseofData:Dataisusedtoanalyzeandimproveperformanceofthesystem,individual agencies, courts, and otherorganizations, and jurisdictions, and to informpolicyandfundingdecisions.

• Flexibility: The system expands or contracts according to community needs, andsavingsfromrestructuringarereinvestedwheremostneeded.5

• AllocationofResources:Fundingformulasincentivize anappropriatebalanceofstateand local investment,predictable capacity requirements,and a sustainable,equitableallocationofresourcesacrossthestate.6

9

4Mechanismsforcommunicationbetweencoordinatingstructuresatalocalandstatelevelmayincludelocallevelrepresentativesonthestatesupportstructure,sharingofmeetingnotes,useofalist‐serve,annualconferences,etc.5ThiscomponentwillbeaddressedthroughongoingconversationsbetweenlocalcountiesandNewYorkState.6Thiscomponentwillbeaddressedthroughongoingworktostudythestate’sjuvenilejusticefinancingstructureandalternativefinancingschemeswiththeVeraInstitute’sCostBenefitAnalysisGroupandCenteronYouthJustice.

ComponentsofSystemExcellence

StrategiesandMetricsforaWellGovernedandCoordinatedSystem

We will pursue and track progress onfour keystrategies to achieve the well governed andcoordinatedsystemdescribedabove:

See Appendix C for additional detail on Strategies and Implementation Steps for SystemGovernanceandCoordination.

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ComponentsofSystemExcellence

Strategies Asmeasuredby…SupportStructure:Asupport structureatthestatelevelensures coordination and accountability and managesmechanisms for on‐going efforts that evaluate reforms,promoteinnovation,anddisseminatepromisingpractices

• # of regular meetings and % attendance ofparticipatingagencies,organizations,andcourts

• %ofagencies,organizations,andcourtsthatagreetoquarterly monitoring, analysis, andreportingofperformance standards against pre‐determinedmeasures

• Development of partnership or establishment ofresearchclearinghousefunction

• # of ten identified near‐term action stepsimplementedwithinoneyear

Local Interagency Advisory Teams: Local interagencyadvisory teams provide planning support andrecommendations to the state support structure andcoordinatelocalimplementationofstatewidereforms

• % of localities with established local interagencyadvisoryteamstructures

• % of localities whose local interagency advisoryteamsmeetat leastquarterlyandsubmitmeetingminutestostatelevelsupportstructure

• % of local interagency advisory teamswho reporthavingmechanismsto regularlyshare informationmorebroadlywithlocalsystemstakeholders

PerformanceBasedStandards:Allsystemactorsutilizeaperformancebasedstandardsmodeltomeasureprogresstowardsachievingthesystemvision,goals,andoutcomes

• Establishment of and agreement on clearoutcomesindicatorsforoverallvision

• %ofagenciesthatreportonoutcomesindicators• % of agencies that report on agreed‐upon

performancemeasuresDataCoordinationTeam:Astate‐leveldata coordinationteam made up of key representatives from the juvenilejustice and other relevant systems, including privateproviders, guides data coordination and use across thesystem

• Establishmentofstate‐leveldatacoordinationteamasdescribedabove

• %ofagenciesthatreportX%ofagreed‐upondata• Availability(Y/N)ofessentialdata(e.g.,arrests,

probationintakelevels,raceandethnicitydata)fromkeyagenciesandorganizationstodatacoordinationteam

• Availabilityofadequatededicatedfunding(Y/N)todatacoordinationteamtosupportongoingdatacollectionandanalysis

2.EffectiveContinuumofDiversion,Supervision,Treatment,andConfinement

TheNeed

EffectiveUseofAssessmentsThe juvenile justice system needs common standards for the bestuse of validated risk andneedsassessmentstomatchyouthtotherightoptions,andtopreventnet‐wideningwithinthesystem.Currently,assessments vary considerably andare not always objective, validated,orusedinthemosteffectivewayspossible.WhileeachcountyinNewYorkStatewillbe requiredto utilize empirically developed and validated risk assessment instruments at detention byJanuary 2012,system professionals at the locallevelwill need ongoing support in effectivelyusing these assessment tools to informdecision‐making.Sharingknowledge onthe effectiveuse of assessments is also needed at other points in the system (e.g., probation intake,disposition)whereassessmentscanbeusedtomatchyouthtoappropriateoptions.

RangeofHigh‐QualityOptionstoAddressAllLevelsofRiskandNeedThe systemmusthave the ability toassess theefficacyofprogramsandcoordinate practicesunderanoverarching philosophy that reflects nationaland local learnings aboutwhatworksand ismostcosteffective.Uniformly implementingqualitystandards andperformance‐basedcontracts across the systemwillassist inunderstandingthe relative performance ofparticularinterventions or providers. By emphasizing program effectiveness, the system will drivetowards improvedoutcomes for youth andcommunities.Highperformingcommunity‐basedoptionscurrentlyexist insomeareasaroundthe state,butthereisanopportunity toincreasethe availability, uniformity, andbreadth ofservices across the state so thatallcounties haveaccesstoeffectiveinterventionsandproviders.

CoordinationwithOtherSystemsThe juvenile justice systemmustcommunicate andcoordinate effectivelywithothersystems(including education, child welfare, mental health, substance abuse, and the adult criminaljustice system) that serve many of the same youth, provide integrated services tailored toyouthwhen they are in the juvenile justice system, and play a role in facilitating successfulreentry.

FamilyandCommunityEngagementFamilies and positive community partners can play an important role in individual serviceplanning and system improvement. In particular, a family member or other adult supportperson canworkwithagencies andorganizations tohelp identify a youth’s strengths andtodevelopmore individualizedcare,andcanalsohelpholdindividualagenciesandorganizationsand the overall system accountable for outcomes. However, agencies, courts, and otherorganizations oftenneedguidance onhowtomostmeaningfully engage positive family andcommunitypartners.

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ComponentsofSystemExcellence

EquityandFairnessThesystemneedscoordinatedanalysesandstrategiestoensureequitable,fairtreatmentofallyouth, from initial contact and arrest through to reentry.While there is debate on the rootcausesofdisproportionateminoritycontact(DMC)atallpointsinthesystem,anddisparities inhowyouthare treated, there iswidespreadagreementabout the needfor increasedurgencyandfocusonaddressingthiscriticalissue.

VisionforanEffectiveContinuum

Aneffectivecontinuumofdiversion,supervision,treatment,andconfinementwillbecharacterizedbythefollowing:

• Accurate Assessments: Youth are matched to appropriate options and servicesaccordingtoreliable,standardized,andvalidatedriskandneedsassessments thatarecarefully constructedtoensure thatyouthdonotmove further into the system thannecessary.

• Effective Interventions: A continuum of high‐quality, evidence‐informed,7 andrehabilitative options for diversion, supervision, treatment, and confinement exists,withsystemstakeholdersrecognizingthatmechanisms forsystemexit(e.g.,diversion,adjustment,anddismissal),whenappropriate,areafundamentalpartofthesystem.o Community‐basedandresidentialsettingsmeetstandardsforqualityandsafety,

makinguseoftheleastrestrictiveoptionscommensuratewithpublicsafety.o Youth are provided access to timely, culturally competent, age‐specific and

developmentallyappropriateservices.o Strengths‐basedapproachesareintegratedintoserviceprovision.

• Family andCommunityEngagement: Family and community are integratedas keypartnerstotheextentpossible.

• Consistent Service Provision Linked with Other Systems: Effective coordinationoccurswith the education,mentalhealth,substanceabuse,andchildwelfare systemstoensurehigh‐qualityserviceswhile ayouthis involvedinthesystemandtofacilitatesuccessfulreentry.

• Equitable Distribution of Resources: Resources are allocated so that all countiesacross the state, regardless of their size and location, have access to a full array ofoptions,includingdiversion,supervision,treatment,andconfinement.8

• Sustainable, Ongoing Investment in, and Use of, Community‐based Options:Effective community‐based options are invested in and used whenever possible,keepingyouthclosetohome,minimizing the dislocationofyouthfromtheirfamilies,andbuildingonpositiveconnectionsbetweenyoungpeopleandtheircommunities.

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7Evidence‐informedpracticesmayincludearangeofprograms,fromthosethatdemonstratepromisingresultsbutarenotyetfullybackedbyresearch,tothosethathaveaconstantfocusontreatmentfidelityandaccountability,arigorouslyresearchedevidence‐base,andadefinedlengthoftreatment,suchasFunctionalFamilyTherapy(FFT).8Thiscomponentwillbeaddressedthroughongoingeffortstostudythestate’sjuvenilejusticefinancingstructureandalternativefinancingschemeswiththeVeraInstitute’sCostBenefitAnalysisGroupandCenteronYouthJustice.

ComponentsofSystemExcellence

• Fair andEquitableTreatment:Youth are heldequally accountable and allyouthareprovided equitable experiences, regardless of race, ethnicity, socioeconomic status,religion,sexualorientation,and/orgenderidentityandexpression.9 10

StrategiesandMetricsforanEffectiveContinuum

Wewillpursue andtrack progress onsixkeystrategies toachieve aneffective continuumofoptionsforallyouthdescribedabove:

SeeAppendixD foradditionaldetailonStrategies andImplementationSteps foranEffectiveContinuum.

13

9Samplemetricsincluderace,ethnicity,socioeconomicstatus,religion,sexualorientation,genderidentityandexpression,delinquentact,andgeographicallocation,andwouldbeagreeduponaspartofthevisionimplementationprocess.10TheRelativeRateIndex(RRI)isameansofcomparingtheratesofjuvenilejusticecontactexperiencedbydifferentgroupsofyouth.RRIcanbeusedtoidentifythatdisparityexistsandthatadditionalexplorationisneededtodeterminethesourceofthisdisparity,butdoesnotidentifythesourceofthedisparity.

ComponentsofSystemExcellence

Strategies Asmeasuredby…Risk and Needs Assessments: Validated risk andneeds assessments are used by agency and courtsystem professionalsat key points in the continuumtoinformdecision‐making

• #of key system decisionpoints (e.g., probation intake, disposition)whereagenciesandcourtsuseavalidatedassessmenttoolasaninput

• % of Family Court appearances in which validated assessments arepresentedtojudgestoinformtheirdecision‐making

Research‐Driven and Evidence‐Informed Practices:Localitiesacrossthestateareproperly incentivizedtowidely adopt and validate research‐driven andevidence‐informedpractices

• Amountofstate fundingthat isallocatedto localitiesandprivate providerstoadoptevidence‐informedpractices

• % of system‐involved youth in evidence‐informedATDs, ATPs, andothercommunity‐basedservicesandtreatments,disaggregatedbydelinquentact

Quality Standards and Effectiveness: Public andprivate providers meet quality standards andeffectivelyserveyouth

• %ofpublicandprivateprovidersthatmeetqualitystandardsasdeterminedby OCFS in agreement with NYSED, OASAS, OMH, and other relevantagencies

• %ofpublicandprivateprovidersforwhichapubliclyavailableperformancereportcardexists

• %ofcontractsawardedtoprivateprovidersthatareperformance‐basedYouth and FamilyEngagement: Youthandfamiliesare engagedandinformedthroughoutthecontinuumtoprovidefeedbackatthecaselevelandsystemlevel

• %offamiliesactivelyengagedinthecaseplanningprocess• %ofsysteminvolvedyouthactivelyengagedinthecaseplanningprocess• Youthengagedinsystems‐levelplanning(Y/N)

ConnectionsAcrossSystems:Seamlessconnectionsare maintained between the juvenile justice systemand the education, mental health, substance abuse,andchildwelfare systems toensure integratedhigh‐quality services for system‐involved youth and tofacilitatesuccessfulreentry

• #ofdaysbeforeyoutharereintegratedintoappropriateschoolsettings• %ofyouththatreenrollinappropriateschoolsettingsandhavetheircredits

fullytransferred• %ofyouthwhohaveapreviously identifiedmentalillnessforwhomtimely

servicesareprovidedwhilesysteminvolved

Equity:Systemprofessionals usedata‐drivenanalysisto identify disparities and implement strategies toprovideanequitablecontinuumofoptionstoallyouth

• %ofagenciesthatdisaggregatedatabykeyagreed‐uponmetrics9• Relative Rate Index (RRI)10 utilized at each point in the juvenile justice

system• %oflocalitiesthathavedataavailableondisproportionateminoritycontact

(DMC)atkeydecisonmakingpointsinthesystem• %oflocalitiesimplementingstrategiestoreduceDMC

3.AccountabilityofSystemandActorswithintheSystem

TheNeed

MechanismsforJointAccountabilityThereisaneedforimprovedmechanismstohelpallsystemactorsworktowardcommongoalsandtoensure accountability ofallgovernmentagencies,courts,andorganizations andoftheoverall system to the public. At the individual government agency and organization level,fundingandcontracts needtobe bettertiedtoperformancemeasures,outcomes needtobesystematically measured within organizations and across the system, and improvedcommunication is neededwithin and across systems atan individual case and organizationlevel.

PublicTransparencyInformation on performance, policies, programs, and services, both on the system and theindividualgovernment agency,organization,orcourtlevels,mustbemoreeasilyavailable tothepublic,tobetterensuresystemaccountabilitytooutcomesandtoyouthsafetystandards.Increasedtransparencywouldalsoenablemore activeengagementinsystemimprovementbyconcernedcitizens,researchers,andadvocates.

VisionforanAccountableSystem

Asystemthatisaccountableforoutcomeswillbecharacterizedbythefollowing:• Responsibility forResults: System and government agencies / organizations accept

responsibility and hold themselves accountable for achieving system goals and forbeing responsive to regular appropriate, objective, independent oversight andmonitoringasapplicable.

• Tracking Progress:Aggregate data is usedto assess progress ofindividualagencies,courts,andotherorganizationstowardoverallsystemoutcomes.

• PublicTransparency:Systemstrategiesandaggregateperformance,aswellasagencyor organization standards, processes, and finances, are transparent and publiclyaccessible.

• Stakeholder Input: Youth, families, and communities have a voice in assessing andimprovingthesystem.

• Fiscal Performance Incentives: Financial incentives for agencies and otherorganizationsthatdeliveryouthservicesaretiedtoperformanceontargetedoutcomesasappropriate.11

14

11Recognizesthatnotalljuvenilejusticesystemactorscantieperformancetofiscalincentives(e.g.,policeandjudgeswouldnothavethesameincentivestructureasotheragenciesandorganizations).

ComponentsofSystemExcellence

• Oversight Function: An appropriate, objective, independent oversight functionmonitorsoutcomes,communicatesregularlywiththepublic,andaddressesallegationsofmisconductforthosepartsofthesystemthatprovidedirectservicestoyouth.

StrategiesandMetricsforanAccountableSystem

We will pursue and track progress on six key strategies toachieve the accountable systemdescribedabove:

SeeAppendixEforadditionaldetailonStrategiesandImplementationSteps forAccountabilityofSystemandActorswithintheSystem.

15

ComponentsofSystemExcellence

Strategies Asmeasuredby…PublicReportingonIndicators:Performanceonagreeduponindicatorsforeverypointinthesystemispubliclyreportedonapre‐determinedregularbasis

• Establishmentofpubliclyaccessiblewebsitewithcomprehensivesetofdata

• %ofsurveyedsubsetofpublicdatauserswhofeelthedatatooliseasytouseanddataiseasilyaccessible

• %ofavailabledatathatisuptodate(withinsixmonthsofinternalreporting)

StateandLocalPerformanceResults:Stateandlocalperformanceresults(includingfinancialmeasures)arereportedforallcountiestorelevantagencies,courts,andotherorganizationsonapre‐determinedregularbasis

• Establishmentofagreementoninformationtobesharedandwhenitwillbeshared

• %ofon‐timereportingofagreeduponmetrics

OngoingLocal/StateCommunication:Ongoingcommunicationismaintainedbetweenstatesupportstructureandlocalinteragencyadvisoryteamsregardingsystemperformanceandreformadoption

• %oflocalinteragencyadvisoryteamsthatsubmitquarterlymeetingminutestostatesupportstructure

• %oflocalinteragencyadvisoryteamsthatcollectrelevantperformance‐basedmeasurements

• %ofstatelevelsupportstructuremembersandlocalinteragencyadvisoryteamswhorateregular,ongoingcommunicationbetweeneachotherasgoodtoexcellent

Performance‐BasedContracting:Performance‐basedcontractsandqualitystandardsareuniformlyusedforprivateandgovernmentproviderstoensurethattargetedoutcomesaremetinservingyouththroughoutthecontinuumofoptions,includingprobationadjustmentandsupervision,providersofdetention,placement,alternativestodetentionandplacement,andothercommunity‐basedservicesandtreatment

• #ofyouth,parents,victimsinvolvedwithlocalinteragencyadvisoryteams

• #ofstructuredfeedbacksessionsheldannually

LocalInteragencyAdvisoryTeams:Localinteragencyadvisoryteamsareutilizedtogatherinputandguidancefromsystemstakeholdersonanongoingbasis

• #ofyouth,parents,victimsinvolvedwithlocalinteragencyadvisoryteams

• #ofstructuredfeedbacksessionsheldannuallyProfessionalDevelopmenttoDriveAccountabilityCultures:Ongoingprofessionalandworkforcedevelopmentisenactedacrossallagencies,organizations,andcourtstodriveaccountabilityfocusedcultures

• #ofstafffeedbacksessionsheld• #offeedbackreportsgeneratedbylocalinteragency

advisoryteamsforstatesupportstructureuse• #oftrainingsonperformance‐basedstandardsheld• %ofsurveyedsubsetofstaffwhoratementorshipand

leadershipopportunitiesasgoodtoexcellent

4.SharedDataandInformation‐DrivenDecisionsandPolicy

TheNeed

Sharingof,Accessto,andCapabilityforUsingDataAneffective juvenile justice systemrequiresuniformlycollectedandregularlyanalyzeddatatoinform cross‐agency system‐wide decision‐making and policymaking. In particular, reliabledata isnecessary todeterminethedemandforvariousservicesandtoidentifytheappropriateallocationofresourcesorthebestpolicysolutions tokeychallenges.Ifwecannotcalculatethenumberofyouthateachstageofthesystem,andifrecidivismanalysismustbedonebyhand,we cannot improve the system. Further, information about individual cases or programperformance should informcase‐leveldecision‐makingacross the state, using real‐time dataand consistent risk assessments to bring objectivity and equity to decisions. This real‐timeinformationcouldprovideactors ateverypointinthe system the supporttheyneedtoselectthemostappropriateoptions foryouth,fromdiversiontoplacement,thatultimatelyhave thegreatestlikelihoodofreducingrecidivism.

CoordinatedDataSharingCurrently,many stakeholders point tothe needforimproved relationships orculture arounddata sharing.Others note the importance ofaddressing confidentiality statutes andreachingagreementonunique identifierstotrackyouthacrossthesystem.Still otherstakeholdersnotethe need for improved technologicalcapacity andcommon standards betweenagencies andorganizations fordefiningand reportingdata across the state, while also leveragingexistingcollectionofdataandreducingduplicationofefforts.Effectivedatasharingandusewillallowsystem actors to continuously monitor and improve the system, resulting in improved andintegratedservicesthatbetterservetheneedsofyouthandcommunities.

VisionforaData‐DrivenSystem

Asystemthatusesand shares data forinformation‐drivendecision‐makingandpolicywill becharacterizedbythefollowing:

• Case‐LevelDecision‐Making:Case‐level datawillbesharedandusedacrossagencies,courts,andotherorganizationsandsystemsasneededtomanageindividualcase‐leveldecision‐makingandserviceprovision,andtoimproveindividualoutcomes

• Aggregate Case‐Level Data: Aggregate and de‐identified case‐level data will besharedandusedtoimproveoverallsystemperformanceandperformanceofeachpointinthesystem

16

ComponentsofSystemExcellence

• AggregateDatatoImproveSystem:Aggregatedata12 willbemadepubliclyavailableto guide policy decisions and help the public understand system performance andinformsystemimprovement13

StrategiesandMetricsforaData‐DrivenSystem

Toimprovedata sharinganduse,wewillpursue andtrackprogressonthreekeystrategiestoachievethedata‐drivensystemdescribedabove:

SeeAppendixFforadditionaldetailonStrategiesand ImplementationSteps forSharedDataandInformation‐DrivenDecisionsandPolicy.

17

12Includingaggregatecase‐leveldata13SeealsoAccountabilityStrategyA.

ComponentsofSystemExcellence

Strategies Asmeasuredby…Data Infrastructure: Infrastructure supports datacollection, coordinated data sharing, use, and analysisacrossthejuvenilejusticesystemandothersystems

• Establishmentofstate‐leveldatacoordinationteam

• Availability(Y/N)ofessentialdata(e.g.,arrests,probationintakelevels,raceandethnicitydata)fromkeyagenciesandorganizationstodatacoordinationteam

• %ofagenciesadheringtokeystandarddatadefinitions

• Establishmentand%ofagencies,organizations,andcourtsthatutilizeuniformqualitystandardsforaggregate‐leveldatacollection

• Availabilityofdedicatedfunding(Y/N)todatacoordinationteamtosupportongoingdatacollectionandanalysis

Case‐LevelData:Specificcase‐levelinformationissharedand used among relevant agencies, courts, otherorganizationsandsystemsina timelywayandasallowedby law to inform and improve decision‐making, servicedelivery,andindividualoutcomes

• %ofagencies,organizations,andcourtswithreal‐timeaccess(Y/N)toessentialcase‐leveldata(e.g.,previouscasehistory)

• %ofagenciesandorganizationsthatreportavailability(Y/N)ofprofessionaldevelopmentaddressingconfidentialityandlegalrestrictionsregardingdatasharing

AggregateandDe‐IdentifiedData: Basicaggregateandde‐identifiedcase‐leveldata isshared,regularlyanalyzedand used across the juvenile justice system and othersystems at the agency, local, and state levels tounderstand and improve program management andsystemoutcomes

• Regular(e.g.,quarterly)publicreportingofessentialaggregatedatabydatacoordinationteam

• %ofagenciesandorganizationsthatreportavailability(Y/N)ofessentialaggregatedatabetweenagencies(e.g.,arrests)

Overthenextfiveyears,wemustmoverapidlyandwithgreaturgencytoputinplacethestructuresandapproachesthatwillenableustogreatlyimproveoutcomes.Abroadsetofstakeholdersaroundthestatehaveworkedto translatethisvisiontopractical strategiesandnext steps,includingtheidentificationof10criticalnear‐termactionstepstotransformthejuvenilejusticesystem.

OngoingCoordination:Evolve thecurrentSteeringCommitteeintoaStrategicPlanningActionCommittee (SPAC),housedintheOfficeoftheDeputySecretary,andcommit toanongoingstate levelsupportstructurewithdevotedstafftimefromtheGovernor’soffice,DCJS,andOCFS,toensureimplementationofthevisionandactionsteps.

Multi‐StakeholderInput:EvolvetheexistingWorkingGroupstoestablishanongoingroleinprovidingregularfeedbackandguidancetotheSPAConimplementationandhelpingtodrivetheworkforward.

PerformanceMeasures:Finalizeagreementonasetofhigh‐levelsystemoutcomesandperformancemeasurestowardswhichall agencies, organizations,andcourtswillaligntheirwork, andbegintomonitor progresstowardsthesemeasurestopromoteaccountabilitythroughtransparencyandlearning.14

DataInfrastructureandAnalysis: Establishthedatainfrastructureandanalyticalcapacitynecessary toimproveoutcomesfor individualyouthandoverall system performance, toensureequitable treatmentofyouthacrossthesystem,andtoinformpolicy,including:

a. Utilize existing state‐level data coordination teammade up of key representatives from the juvenilejusticeandotherrelevantsystemstoguidedatauseacrossthesystem.

b. Conductadatainventorytoassessthecurrentstateofdataavailability,sharing,anduse.c. Explore development and implementationof interagency agreementsor policies (e.g., uniform MOU,

universalwaiver)thatwillallowforcase‐andaggregate‐leveldatatobecollected,shared,andanalyzed.Analysis of Continuum: Conduct analysis of current continuum of providers across the state (includingpublic,private,detention,placement,ATDs,ATPs,andothercommunity‐basedservicesandtreatment), andassessrelativetojuveniledelinquency(includingnumber, type, and locationof delinquentactscommittedandrisk andneeddata)toidentifycurrentsystemgaps,barrierstoaccess,andpromisingpractices,andtoensuresystemplayersareawareofallavailableoptionsforyouth.

Ongoing Input fromLocalities:Utilize a workgroupof agency staff to develop a planthat leverages existing ordevelopsnew local interagency advisoryteams (at the county, region, and / or city levels) to provide planningsupport and recommendations to the state support structure andcoordinate local implementation of statewidereforms.

FeedbackMechanisms:Establishregularmechanismstogatherfeedbackfrom,incorporatefeedbackwherenecessary,andshareemergingplansandstrategiesforsystemreformwithkeystakeholders(e.g.,youth,families,victims,communities,agencies,organizations,courts)aroundthestate,includingdiscussionofapproachestoaddresssystemeffectiveness,fairness,safety,andaccountability.

PerformanceContractingandQualityStandards:Implementandeffectivelyutilizeuniformperformance‐basedcontractingandqualitystandardsforpublicandprivateprovidersofdetention,placement,alternativestodetentionandplacement,andothercommunity‐basedservicesandtreatment.

FinancingModelsandOversightStructures:Conductanalysisofpotentialfinancingmodels,oversightstructures,andcasejurisdictionresponsibilitiesbetweenstatesandcountiesandsupportquickresolutionbetweenNYSandcountiestoimplementoptimalstructure(s).

SupportforWhatWorks:Establishaninteractive,bestpracticeclearinghousetoexpandthecapacityofagencies,organizations,andcourtsacrossthestatetoadoptbothNYS‐basedandnationalinnovativeresearch‐drivenandevidence‐informedpractices.

18

14High‐levelsystemoutcomeswillbesharedacrossallsystemactors.Someperformancemeasureswillbespecifictoeachpartofthesystemwhileothermeasuresmaybetrackedsystemwide(e.g.,racialandethnicrepresentationatallpointsacrossthesystem).Note:Eachactionstepiscolor‐codedtocorrespondtoitsrelatedcomponentofsystemexcellence.

Near‐TermActionSteps

2

3

4

5

6

7

8

9

10

1

Inlightofoveradecadeofnationalresearch,webelievethataneffectivestatesystemthatreflects theuniqueneeds ofyouthand recognizes their tremendous potentialtolearnandchangetheirbehaviorcanandmustbebuilt.

Such a system must be comprehensive and integrated. It must utilize coordinatedassessmentstoreliablymeasurerisktopublicsafetyanddivertyouthfromthesystemwhenappropriate. Itmustalso create a continuumofoptions foralllevels ofrisk sothatlow‐andmoderate‐riskyouthcanbe treatedintheircommunities andonlyyouthwhotrulyposeadangertothecommunityhavetheirneedsmetthroughincarceration.

For all youth, this rehabilitative system must rely on cost‐effective programs andpolicies that are proven to reduce reoffending and are well coordinated across allinvolved systems, agencies, courts, and other organizations. Regardless of whereyouthare inthis system,frominitial contactthroughtoreentry,theymustbetreatedequitably and fairly, and positive family and community partners should beproductivelyengagedwhereverpossible.Thissystem,andtheagencies,organizations,and courts within it, must hold itself accountable for achieving targeted positiveoutcomes, as coordinated by overarching system governance, and must be heldaccountable by the community, through public transparency and engagement, forachieving theseoutcomes.This systemmustalsouse improvedaccess andsharingofinformation as a lever to drive improved decision‐making and policy, both at theindividual case level and at the aggregate level. As a result, communities will bestrongerandsaferandthestrengthsofyouthwillbefosteredandbuiltupon.

Successwillrequirecollectiveactionfromagencies,organizations,andcourts todrivesystemic change in a rapidly changing, resource‐constrained environment. Futureimplementationwillnotbeeasy;norwillithappenovernight.However,theneedandpotential forsystemtransformationinourstatearegreatandoursuccesswilldependonthe jointefforts ofallstakeholders toensure that the visionis adopted, goals aremet,andstrategiesareenacted.

BeyondJuly2011,aStrategicPlanActionCommittee(SPAC)willbeformedtoensureeffective implementation in the short‐term of the strategic plan and the identifiednear‐term actionsteps.TheSPACwillinclude representatives from various agencies,organizations,andcourtsfromacrossthestateandwillserveasanadvisorycommitteeunder the Deputy Secretary of Public Safety. The committee will regularly reportprogress to the Office of the Secretary to the Governor as such and will provideoversight over a number ofworking groups thatwill be used toaddress key actionitems.The committeewill besupportedbystafffromtheGovernor’soffice,theOfficeof Children and Family Services, and the Division of Criminal Justice Services.Additionally,asub‐cabinetofagencyheadswillbe formedwithintheGovernor’sofficetoensuregreatercross‐systemcoordination.

19

ThePathForward

AppendixA:ProjectDefinitions

Whatisthejuvenilejusticesystem?

InNewYork,thejuvenilejusticesystemisahighlycomplexnetworkofactors,policies,procedures,andinstitutions,withanarrayofagenciesandotherorganizations—bothpublicandprivate—andcourtsinvolvedatastateandlocallevel.Italsoincludesconnectionstoothersystems,liketheeducation,mentalhealth,substanceabuse,andchildwelfaresystems.Theseconnectionsarecriticaltoprovidingqualityservicesforyouthwhiletheyouthareinvolvedinthejuvenilejusticesystemandforensuringasuccessfultransitionandreintegrationbackintothecommunity.

Thejuvenilejusticesystem,aswedefineit,includesactorsinvolvedfrominitialreferralorpolicecontactthroughreentryandaftercare.Ourprimaryfocusisonjuveniledelinquents(JDs),whilejuvenileoffenders(JOs)arewithinourpurviewinsofarastheyareheldinthedetentionorplacementfacilities(seeAppendixforadiagramoncaseprocessingforJDs).JDsandJOsaredefinedasfollows:

• Juveniledelinquentsareyouthwhoarebetweentheagesof7and15andwhoarefoundbytheFamilyCourttohavecommittedanactthatwouldconstituteacrimeifcommittedbyanadult.

• Juvenileoffendersareyouthaged13,14or15whoaretriedandconvictedintheadultcriminalcourt,ratherthanFamilyCourt,duetotheseverityoftheoffense(seeNewYorkPenalLaw§10.00(18)).

NewYorkStateisoneoftwostatesthatstatutorilydefinesage15asthecutofffortheageofcriminalresponsibility.Ifayouthcommitsanoffenseatage16orolder,heorsheisprocessedintheadultcriminaljusticesystem.Whilemanyacrossthestatecallforraisingtheageofcriminalresponsibility,manyalsostressthattheprocessfordoingsorequirescarefulplanninganddeliberation.AnassessmentoftheimplicationsofraisingtheagewillneedtobeongoingassystemreformtakesshapebutwillnotbeaddressedbythisSteeringCommittee.

For the purposes ofthis document, the term“agency” refers togovernmententitiesand functions including offices, departments,divisions and otheragencies.The term“organization” refers to private, or voluntary, non‐profit organizations. The term“youth”recognizes thatoften, system‐involvedyoutharealsovictimsandhavebeenexposed to many traumas. They are also members of the public and their localcommunity.Theterm“family”encompassesabiological,adoptive,foster,orsurrogatefamilymember,oranadultsupportperson,andmayincludeoneormoremembersofthe“family.”

20

AppendixA

AppendixB:JuvenileDelinquencyCaseProcessinginNewYorkState

Police contact: The process begins at initial contact with law enforcement, butdiversion,orsystemexit,canoccurbeforeorafteranarrestandis atthe discretionofthe arresting law enforcement agent. Police diversion may include a warning or areferraltoa socialservice program.Ifpolice choose not todivert, the youthmaybereleasedtoaguardianandissuedaFamilyCourtappearanceticket(FCAT)orbetakendirectly toFamilyCourt, if itis open. Ifcourt is closed,the youthmaybeplaced inadetentioncenter.15 In2009,nearly25,000youthweredivertedand12,661youthwereplacedindetentioninNewYorkState.16

Probation intake:The vastmajority ofyouthwho have contactwith the systemarereleasedpriortoprobationintake.Ifayouthisnotreferreddirectlytocourtbypolice,

21

15StateofNewYorkJuvenileJusticeAdvisoryGroup,“StateofNewYork,2009–2011:Three‐YearComprehensiveStatePlanfortheJuvenileJusticeandDelinquencyPreventionFormulaGrantProgram.”16DivisionofCriminalJusticeServicesandOfficeofCourtAdministration,“DCJSOfficeofJusticeResearchandPerformance,QuarterlyUpdate9/24/10;JJTables,JDandDFCaseProcessing,2009”(September2009).

AppendixB

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theprobationdepartmenthassixtydaystoadjustthecase,whichpreventsyouthfromenteringFamilyCourt.Adjustmentoccurswhenthe probationdepartmentdecidesnotto refer the case to the presentment agency, as long as the youth follows theguidelinessetbyaprobationofficer.Diagnostictestingforserviceneedsoccursatthisstage,andawiderangeofservicesmaybeprovidedthrougheitherprobationorsocialserviceagencies. Atprobationintake,57countiesoutsideNewYorkCityuse afull riskand needs assessment tool, YASI. (NewYork City uses a separate risk assessmentinstrument to inform detention decisions.) However, some cases may be statutorilyprohibited from receiving an adjustment, a case may be otherwise deemedinappropriate foradjustment,oradjustmentmaybe unsuccessful. Inthese cases,theyouthwillbereferredtoapresentmentagencyforfilingincourt.17

Decision to prosecute: The presentment agency acts as the prosecutor in juvenilecases andhas complete discretionindeterminingwhetheracase isbroughttocourt.Thiscurrentlyisnotastandardizedprocess.Thedecisionisbasedonnumerousfactors,suchas victimcooperationandlegalsufficiencyoffacts,andthepresentmentagencymayapplyitsowndiversionprogram.18

FamilyCourt process:The FamilyCourtprocess begins with an initialappearance inwhicha judgedetermines ifa youthshouldbedetainedorheldin state custody.TheNewYorkStateFamilyCourtActstatesthatthedecisionshouldbebasedontwotypesof risk: failure to appear for the next court date and the probability of the youth’scommittinganotherdelinquentactbeforethenextcourtdate.Theyouthgoesthroughaprobable‐causehearing,andiftheyouthdeniesallegations,afact‐findinghearingisscheduled.Theprobationdepartmentthenconducts apre‐dispositionalinvestigationand develops a recommendation for disposition.The case may be resolvedprior todisposition(sentencing)largely throughadjournmentincontemplationofdismissalorconversiontoapersoninneedofsupervision(PINS)case.19

Dispositional options: Similar to sentencing in adult court, there are a number ofpotential disposition options. These include conditional discharge, probationsupervision, out‐of‐home placement, placement with local department of socialservices,andplacementbyOCFS,whichincludes placementinstate‐runorprivately‐runfacilities(voluntary,non‐profitorganizations).

22

17StateofNewYorkJuvenileJusticeAdvisoryGroup,“StateofNewYork,2009–2011:Three‐YearComprehensiveStatePlanfortheJuvenileJusticeandDelinquencyPreventionFormulaGrantProgram.”18Ibid.19Ibid.

AppendixB

AppendixC:AdditionalDetailonCriticalComponent1:SystemGovernanceandCoordination

Thissectionprovides additionaldetailonnecessary actionsteps toensure successfulimplementationofthestrategies foreffectivegovernanceandcoordination.Bluetextsignifiesactionstepsthatarecriticaltoensuringsuccessfulreformandthatshouldbeprioritizedforimmediateimplementation(atotalof10“neartermpriority” stepshavebeenselectedacrossallcomponents).

CoordinationStrategyA:Astatelevelsupportstructureensurescoordinationand accountability and manages mechanisms for ongoing efforts thatevaluatereforms,promoteinnovation,anddisseminatepromisingpractices

1. Evolve the current Steering Committee into a Strategic Planning ActionAdvisoryCommittee andcommit toanongoingstate level supportstructure,withdevotedstafftimefromtheGovernor’soffice,DCJS,andOCFS,toensurethatimplementationofthevisionandactionstepsoccurs.

2. AdjustStrategicPlanningActionCommitteemembershiptobalancestateandlocalrepresentationandtoincrease representationof keysystems (e.g.,stateeducation).20

3. Determine detailed responsibilities and functions of the state level supportstructure.

4. Establish a best practice clearinghouse to expand the capacity of agencies,organizations, and courts across the state to adopt both NYS‐based andnationalinnovativeresearch‐drivenandevidence‐informedpractice.21

CoordinationStrategyB:Local interagencyadvisory teams provideplanningsupport and recommendations to the state level support structure andcoordinatelocalimplementationofstatewidereforms

1. Utilizeaworkgroupofagencystafftodevelopaplanthatleveragesexistingordevelopsnewlocalinteragencyadvisoryteams(atthecounty,region,and/orcitylevels)toprovideplanningsupportandrecommendationstothestatelevelsupportstructureandcoordinatelocalimplementationofstatewidereforms.22

23

20Thisgroupwouldincludegovernmentalandnon‐governmentrepresentation,atboththestateandlocallevels,andwouldspanagencies,organizations,andcourtsthatareinvolvedinthejuvenilejusticesystem(e.g.,police,probation,serviceproviders,judges,advocates)21TheJJAGandtheOfficeofDeputySecretaryforPublicSafetywillexplorethepossibilityofcontractingwithauniversityorresearch/policycentertotakeonthisroleonbehalfofthestate.22Theseteamswouldincludegovernmentalandnon‐governmentalrepresentation(includingparents,youth,etc.)

AppendixC

2. Set detailed membership requirements, responsibilities, timelines,communication mechanisms for local interagency advisory teams and statelevelsupportstructurerelationship.23

3. Selectlocalleadagenciesandstructuresthroughapplicationprocesses. Note:Leadagencymay vary by locality andmaybe amodifiedexisting structure,e.g., JuvenileCrime EnforcementCoalitions (JCEC) orCoordinatedChildren’sServicesInitiative(CCSI)teams.

Coordination Strategy C: All system actors utilize a performance basedstandards model for the goals set by the strategic planning process tomeasureprogresstowardsachievingthesystemvisionandoutcomes

1. Finalize agreement ona setofhigh‐levelsystemoutcomes andperformancemeasures towardswhichallagencies,organizations,andcourtswillaligntheirwork, and begin to monitor progress towards these measures to promoteaccountabilitythroughtransparencyandlearning.24

2. Institute process for ongoing monitoring of outcomes and performancemeasures.

CoordinationStrategyD: Astate‐leveldatacoordinationteammadeupofkeyrepresentatives from the juvenile justice and other relevant systems,including private providers, guides data coordination and use across thesystem

1. Establish a state‐level data coordination team through either modifyingexistingstructuresor,ifnecessary,developinganewstructure.

2. Establish the data infrastructure and analysis capacity necessary to improveoutcomes for individual youth and overall system performance, to ensureequitable treatmentof youthacross the system,andtoguide policy (seeDataStrategyA).

3. Adoptneeded legislationor procedural changes thatensure that it is legallypermissible for key government agencies,courts,and otherorganizations tosharerelevantdatawiththestatelevelsupportstructure.

4. Work in partnership with the state level support structure to provide dataanalysisneededtoinformsystemimprovement(seeDataStrategyC).

24

23Thelocalinteragencyadvisoryteamswouldalsoincludeparentsandfamilies,youth,victims,andothermembersofthecommunity.Thelocalinteragencyadvisoryteamswillfocusonhigherlevel(notcase‐specific)topics.Case‐leveldiscussionswillbeaddressedbylocalinteragencyservicecoordinationteams.AsdescribedinContinuumStrategyE,case‐leveldiscussionscouldbedrivenbyasub‐setofparticipants(practitioners)fromthelocalinteragencyadvisoryteam.24High‐levelsystemoutcomeswillbesharedacrossallsystemactors.Someperformancemeasureswillbespecifictoeachpartofthesystemwhileothermeasuresmaybetrackedsystemwide(e.g.,racialandethnicrepresentationatallpointsacrossthesystem).Performancemeasureswillbuilduponexistingreportingrequirementsasmuchaspossibletoavoidduplicationandreportinginefficiencies

AppendixC

AppendixD:AdditionalDetailonCriticalComponent2:EffectiveContinuumofDiversion,Supervision,Treatment,andConfinement

This document provides additional detail on necessary action steps to ensuresuccessful implementation of the strategies for an effective continuum. Blue textsignifiesactionstepsthatarecriticaltoensuringsuccessfulreformandthatshouldbeprioritizedforimmediateimplementation(atotalof10“neartermpriority” stepshavebeenselectedacrossallcomponents).

ContinuumStrategyA:Validatedriskandneedsassessmentsareusedbyagencyandcourtsystemprofessionalsatkeypointsinthecontinuumtoinformdecision‐making

1. Document the effectiveness of state approved, validated risk and needsassessmenttoolsandsharethesefindingsacrossthestatetobuildtrustintheeffectiveness of these assessments and to increase the adoption and use oftheseassessments.

2. Identifyhowassessmenttools canbemoreeffectively used at initialcontact,probation,anddisposition to determineyouth’s riskandneedswhenmakingdecisions about diverting youth out of the system, when appropriate, ormatchingyouthtotherightoptionsacrossthestate.

3. Conductcross‐systemtrainingatthe locallevel25onhowtobestuse theYASIandotherriskandneedsassessmenttools.

4. Holdregularmeetingswithlocalinteragencyadvisoryteams toidentifywhereand howwell risk and needs assessments are beingused tomatch youthtoappropriateoptionsandservices.

5. Shareresearch‐drivenandevidence‐informedpracticesfromlocalinteragencyadvisoryteammeetingsabouthowtoeffectively improve the accuracyofriskandneeds assessments,use validatedriskandneeds andassessments tolinkyouth to appropriate options including diversion, incorporate protectivefactors into risk and needs assessments,andmatchyouthto least restrictiveoptionscommensuratewithpublicsafety.

25

25“Local”couldincludecity,county,orregiondependingoncontext.

AppendixD

ContinuumStrategyB:Localitiesacrossthestateareproperlyincentivizedtowidelyadoptandvalidateresearch‐drivenandevidence‐informedpractices26

1. Hire an external consultant to identify and assess research‐driven andevidence‐informed practices, including the use of alternative‐to‐detention(ATD) andalternative‐to‐placement (ATP) programswithgraduated levels ofsupervisionandtodeterminethebestwayofapplyingthemtotheNewYorkStatecontext.

2. Conduct analysis of current continuum of providers across the state27 (including public and private, detention, placement, ATDs, ATPs, and othercommunity‐based services and treatment), and assess relative to juveniledelinquency (including number, type, and location of delinquent actscommittedandriskandneeddata)toidentifycurrentsystemgaps,promisingpractices,andbarriers,andtoensuresystemplayersareawareofallavailableoptionsforyouth.

3. Establishaninteractive,bestpracticeclearinghouse toexpandthe capacityofagencies,organizations,andcourts acrossthestatetoadoptbothNYS‐basedandnationalinnovativeresearch‐drivenandevidence‐informedpractices.

4. Share key learnings from research‐driven and evidence‐informed practicesacrossthestatetoenableeffectiveadoptionandadaptationtolocalcontext.

5. Pursue targeted funding toexpandthe use of research‐driven and evidence‐informed practices around the state (e.g., blended or pooled fundingresources;SAMHSAsystemofcareplanninggrants;and/oradvocateforstatefunding to support the expansion of evidence‐informed practices, withunderstandingoftheneedforlocalflexibility)

ContinuumStrategyC:Publicandprivateprovidersmeetqualitystandardsandeffectivelyserveyouth

1. Identify and establish mutually agreed upon common standards for qualityamong both public and private community‐based and residential providers(e.g.,youthreceiveservicesthatsupportongoingpositiveyouthdevelopment;youthreceivetimely,culturally competent,age‐specific,strengths‐based,anddevelopmentally appropriate services; and youth are provided safe andequitabletreatment).

26

26“Evidence‐informedpractices”mayincludearangeofprograms,fromthosethatdemonstratepromisingresultsbutarenotyetfullybackedbyresearch,tothosethathaveaconstantfocusontreatmentfidelityandaccountability,arigorouslyresearchedevidence‐base,andadefinedlengthoftreatment,suchasFunctionalFamilyTherapy(FFT).27Analysistoincludeservicesprovided,effectiveness,andlocationofprovider.

AppendixD

2. Identify and establish mutually agreed upon common standards for safetyamongbothpublicandprivatecommunity‐basedandresidentialproviders.

3. Implementandeffectivelyutilize uniformperformance‐basedcontractingandquality standards for public and private providers of detention, placement,alternativestodetentionandplacement,andothercommunity‐basedservicesandtreatment.28

4. Providesupporttolocalagenciesandorganizationstomeasure,monitor,award,andreportonperformance‐basedcontracts.

5. Develop a publicly available performance report card for public and privateproviderstoaggregatekeyperformancemeasures.29

Continuum Strategy D: Youth and families are engaged and informedthroughout thecontinuumtoprovidefeedbackat thecase leveland systemlevel

1. Establish a state‐level interagency resource management coordinator todevelop a “clearinghouse” of resources for youth, families, schools, andcommunityorganizations30.

2. Develop a mechanism for public and private providers to partner withcommunity‐based organizations that have demonstrated success indeveloping support networks for families ofsystem‐involved youth, therebyencouragingand providingsupportfor involvementbetweenyouth’s familiesandsystemprofessionalswherenecessary.

3. Provide professional development to targeted system professionals oneffectivelyengagingfamiliesatmultiplepoints inthesystemwhenappropriate(e.g.,seekingfamilyperspectivesafteryouth’sinitial contactwiththesystem,during probation intake, during the family court process, and in planningreentry).

4. Provideprofessionaldevelopmenttotargetedsystemprofessionalsonhowtofacilitateworkingwithsystem‐involvedyouthafterinitialcontactandatotherpoints inthe system, includingguidance onensuringculturalcompetence inservice provision, and that youth’s strengths are properly incorporated into

27

28SeeAccountabilityStrategyDformoreinformationonperformance‐basedcontracting.29Thereportcardwouldincludemeasuresofeffectiveprovisionofmentalhealthservices,education,substanceabusetreatment,familyengagement,andotheragreed‐upondimensionsofsupport.Thereportcardwouldbedevelopedjointlybyrelevantagenciesandsystemstoensureconsistentusageacrosspublicandprivateproviders.30Resourcescouldincludeguidesforyouthandfamiliestobetterunderstandthekeydecisionpointsinthejuvenilejusticesystem,asearchabledirectoryofpublicandprivateproviderswithdetailsonserviceeligibilitycriteriaandeffectiveness,etc.

AppendixD

serviceplanningandintodecisionsaboutwhenandhowtodivertyouthoutofthesystem,whenappropriate.

Continuum Strategy E: Seamless connections are maintained between thejuvenile justice systemand theeducation,mental health, substance abuse,and child welfare systems to ensure integrated high‐quality services forsystem‐involvedyouthandtofacilitatesuccessfulreentry

ActionStepsfortheJuvenileJusticeSystemtoConnectAcrossMultipleSystems

1. Explorethepotentialforauniversalconfidentialityconsentformforfamiliesofsystem‐involvedyouthso that systemprofessionals fromtheNewYorkStateEducation Department (NYSED), Office of Mental Health (OMH), Office ofAlcoholism and Substance Abuse Services (OASAS), Office ofChildren andFamilyServices(OCFS),andotherrelevantagenciescaneffectivelycoordinatecase‐levelserviceprovision.

2. Leverage existing and establish new local interagency service coordinationteams31whereneededtofacilitateserviceprovisionattheindividualcaselevelandtodevelopaclearlydefinedcaseplanningprocess.Note:Thismaybeatthecounty,region,orcitylevel.

3. Pool funding at the local level to facilitate and improve cross‐systemcoordination between the juvenile justice, mental health, childwelfare, andsubstanceabusesystems.

4. Implement a cross‐system memorandum of understanding (MOU) toensurethat relevant information from assessments is shared across systems foreffective matching of system‐involved youth to appropriate mental health,child welfare, education, and substance abuse services where appropriate,whileavoidingincreasingthenumbersofsystem‐involvedyouthunnecessarily

ActionStepsfortheJuvenileJusticeSystemtoConnectwithSpecificSystems

5. Identifya referralprocessandcross‐referencingmechanismtocoordinate thedeliveryof childwelfareservicesforsystem‐involvedyouth,offeringguidanceforchildwelfare caseworkersonhowtorespondwhenyouthintheircaseloadenterthejuvenilejusticesystem.

6. Develop a process for support of youth with previously identified mentalhealth needs who become involved in the juvenile system, including a

28

31Localinteragencyadvisoryteamswillfocusonhigherlevel(notcase‐specific)topics.Case‐leveldiscussionswillbeaddressedbylocalinteragencyservicecoordinationteams.Case‐leveldiscussionscouldbedrivenbyasub‐setofparticipantsfromthelocalinteragencyadvisoryteam.

AppendixD

coordinated response formental health providers to confer with probationofficer,prosecutors,andjudgestomaintaincontinuityofcare.

7. Provideprofessionaldevelopmenttotargetedsystemprofessionalsontheuseof Medicaid funding to support treatment for youth in the juvenile justicesystem.

8. Develop guidelines to implement strengths‐based, developmentallyappropriate education curriculum for system‐involved youth in public andprivatefacilitiesthatisalignedwithstateeducationstandards.

9. Enforcetheagreementonthedefinedtimeframeforschoolstoensurepromptenrollmentforyouthwhoareexitingthejuvenilejusticesystem.

10. Ensurethatallpublicandprivateprovidersimplementaneducationalplanforyouth’sreleasefromthejuvenilejusticesystem.

11. Establishaprocessat the state leveltomonitorandensureeducationcreditsproperly transferwhenyouthtransitionoutofthe juvenile justice systemandreturntoappropriateschoolsettings.

Continuum Strategy F: System professionals use data‐driven analysis toIdentify disparities and implement strategies to provide an equitablecontinuumofoptionstoallyouth

1. Obtain commitment from all agencies, organizations, and courts across thejuvenile justice system for regular data collection, disaggregated by keyagreed‐upon metrics (e.g., race, ethnicity, socioeconomic status, religion,sexual orientation, gender identity and expression, delinquent act, andgeographicallocation).

2. Complete a statewide DMC assessmenttomeetOJJDP requirements for theformulagrantsprogram,includingadeterminationoftheextenttowhichDMCexistsandanassessmentofthereasonsforDMCifitexists.

o Analyze data at every point of contact youthhave with the juvenilejustice system to identify where disparities in representation andtreatment are occurring including qualitative data like agencyombudsmanreports,hotlinecalls,andincidentreports).

o Calculatethe“RelativeRate Index” (RRI)32 ateachpointinthe juvenilejustice system onanannualbasis to determinewhetherand towhatextent disproportionate minority contact is occurring across the

29

32TheRelativeRateIndex(RRI)isameansofcomparingtheratesofjuvenilejusticecontactexperiencedbydifferentgroupsofyouth.RRIcanbeusedtoidentifythatdisparityexistsandthatadditionalexplorationisneededtodeterminethesourceofthisdisparity,butdoesnotidentifythesourceofthedisparity.

AppendixD

system,and to identify areas foradditionalexplorationtodeterminethesourceofanypotentialdisparity.

3. Provideprofessionaldevelopmentfortargetedsystemprofessionalsonhowtoidentify disparities in representation and treatment and how to effectivelyaddressthosedisparities.

4. Develop data‐driven strategies aimed at addressing disparities in race,ethnicity, socioeconomic status, religion, sexual orientation, and/or genderidentity and expression. Basedon analysis ofthe data, potentialinnovationscouldinclude:

o Createormodifysystemprogramsandservicestoincreaseculturalcompetenceandensurethatsystemservicesareresponsivetocommunityandfamilyneeds;

o ImplementnewdetentionalternativesandincreaseuseofalternativestoaddressDMC

o Reducedetentionutilizationforpost‐dispositionyouththroughuseofgraduatedsanctionsandrewardsystemsandexpeditingpost‐dispositionplacements.

30

AppendixD

AppendixE:AdditionalDetailonCriticalComponent3:AccountabilityoftheSystemandOrganizationsWithintheSystem

Thissectionprovides additionaldetailonnecessary actionsteps toensure successfulimplementationofthestrategies foranaccountablesystem.Bluetextsignifies actionsteps thatarecriticaltoensuringsuccessful reformandthat shouldbe prioritizedforimmediateimplementation(atotalof10“neartermpriority”stepshavebeenselectedacrossallcomponents).

AccountabilityStrategyA:Performanceon agreed upon indicatorsfor everypointinthesystemispubliclyreportedonaregularbasis

1. Identify aggregate data that spans every point in the system and itsconnections with other relevant systems that will be regularly analyzed andreported to the public through local interagency advisory team feedbackmechanisms for key stakeholders (e.g., involvedagencies and organizations,youth,families,victims,advocacygroups).

2. Establish standards andprotocols forregularanalysis andpublic reportingofaggregate,de‐identifieddataandagreeduponperformance indicators atthesystem‐andcounty‐levels,onaregularbasis.

3. Developa website thatmakes this up‐to‐date, aggregate,de‐identifieddataandagreeduponperformance indicatordatafromacross thesystemavailablefordownloadingtoallsystemparticipantsandthepublic.

Accountability Strategy B: State and local performance results (includingfinancialmeasures)arereportedforallcountiestorelevantagencies,courts,andotherorganizationsonaregularbasis

1. Agree toa setofappropriate data,which includesfinancialmeasures,atboththestateandlocallevelsthatwillbesharedonanongoingbasis.

2. Establish standards andprotocols forregularcollection, analysis,andsharingofagreedupondata.(SeeDatastrategyAandC)

3. Developamechanismthatmakestheagreedupondataavailabletoallsystemparticipantstodriveaccountabilitythroughtransparencyandopportunitiesforhighlightingstrongperformanceandcorrespondingbestpractices

31

AppendixE

Accountability Strategy C: Ongoing communication is maintained betweenstate levelsupport structureand local interagencyadvisory teamsregardingsystemperformanceandreformadoption

1. Use performance‐based standards to assess progress on implementation ofreformstrategies.

2. Conduct data analysis on agreed upon systems outcomes and performancemeasures on an ongoing basis to understand performance and areas forimprovement.

3. Hold regular discussions about performance and needed changes betweenlocal interagency advisory teams (which include youth, families, andcommunities)andstatesupport

Accountability Strategy D: Performance‐based contracts and qualitystandardsareuniformlyused forprivateandgovernmentproviderstoensurethattargetedoutcomesaremetinservingyouththroughoutthecontinuumofoptions, including probation adjustment and supervision, providers ofdetention, placement, alternatives to detention and placement, and othercommunity‐basedservicesandtreatment

1. Implementandeffectivelyutilize uniformperformance‐basedcontractingandqualitystandardsforpublicandprivateprovidersofdetention,placement,andalternatives todetentionandplacementandothercommunity‐basedservicesandtreatment.

2. Ensure sufficientflexibility inperformance‐based contractssothatthey allowforsomelocalcustomizationwhile stillmeetingoverall systemstandards andguidingprinciples.

3. Rewardorganizations andagencies thatmeetthe standards throughongoingand,whenapplicable, increasedcontracts, andpenalize those whodonotbynotrenewingexistingcontracts.

4. Providesupportthroughtechnicaltrainingopportunities,disseminationofbestpractices, and provisionof streamlined, straightforward reporting surveys tolocalagenciesandorganizations toenable themtomeasure,monitor,award,andreportonperformance‐basedcontracts.

Accountability StrategyE: Local interagencyadvisory teams are utilized togatherinputandguidancefromsystemstakeholdersonanongoingbasis

1. Establish regularmechanisms to gather feedback from and share emergingplans and strategies for system reform with key stakeholders (e.g., youth,

32

AppendixE

families, victims, communities, agencies, organizations, courts, etc.) aroundthestate,includingdiscussionofapproachestoaddress systemeffectiveness,fairness,safety,andaccountability.33

2. Ensure thatlocalinteragency advisory teams include youth, parents, victims,andfamilyrepresentativesaspossible.

AccountabilityStrategyF:Ongoing professional andworkforcedevelopmentis enacted across all agencies, organizations, and courts to driveaccountabilityfocusedcultures

1. Involve currentworkforce inthe reformprocess throughparticipationinlocalinteragency advisory team meetings, additional local planning sessions, orothermechanismsforfeedback(e.g.,survey).

2. Provide professional development on performance‐based standards tooperational managers to illustrate its importance and potential impact,creating buy‐in that will increase adoption of performance managementsystemsaswellasaccurateandtimelyreporting.

3. Assess and refine current hiring policies and recruiting strategies to ensurealignmentwiththesystemstandardsandguidingprinciples.

4. Cultivate a pipeline of junior staff and organizational leadership throughpartnerships (e.g., localuniversitiesorcommunitycolleges,graduate schools)and / ordevelopmentof internalprograms (e.g., loanforgiveness programs,internalleadershipdevelopmentprograms,mentoringprograms).

33

33Thesemechanismsmayincorporateelementsofleadershipdevelopmentandconflictresolution/mediationasatrainingforallstakeholdersandwaytodevelopcommonlanguageandcommunitynorms.Theymayalsoprovidespacetodiscussvaluesandexperiencesofparticipantsaswellasofferkeydataforreviewanddiscussion.TheJJAG,DeputySecretaryofPublicSafetyoffice,andtheinteragencysubcabinetforyouthjusticewillworktoestablishthesemechanisms.

AppendixE

AppendixF:AdditionalDetailonCriticalComponent4:SharedDataandInformation‐DrivenDecisionsandPolicy

This document provides an outline of necessary action steps to ensure successfulimplementationofthestrategies foreffective data sharingandusetodrive decisionsand policy. Blue text signifies action steps that are critical to ensuring successfulreform and that should be prioritized for immediate implementation (a total of 10“neartermpriority”stepshavebeenselectedacrossallcomponents).

DataStrategyA:Infrastructuresupportsdatacollection,coordinateddatasharing,use,andanalysisacrossthejuvenilejusticesystemandothersystems

1. Utilizeexistingstate‐leveldatapositionorcoordinationteammadeupofkeyrepresentativesfromthejuvenilejusticeandotherrelevantsystems,includingprivateproviders,toguidedatacoordinationanduseacrossthesystem.34

2. Conductorhireaconsultanttoconductadatainventoryamongallrelevantactorstoassessthecurrentavailability,comparability,sharing,anduseofcase‐levelandaggregate‐leveldataincludingidentificationof:

o Entitiesresponsibleforsharingdatao Databasesusedo Typeandformatofdatathatiscurrentlycollectedatthecase‐and

aggregate‐levelsandatthestateandlocallevelso Opportunitiestoensurecost‐effectivenessindatagatheringandareas

ofduplicationthatcanbestreamlinedo Keygapsincase‐andaggregate‐leveldatacollectiono Case‐andaggregate‐leveldatathatshouldbeshared,35andthe

purposeandfeasibilityofcollectingitamongrelevantactorso Federalandstatestatutory/regulatorybarrierstocollectingorsharing

data3. Establisha“datadictionary”ofallneededdatadefinitionstostandardizeand

ensurecomparabilityofdataacrossrelevantagencies,courts,otherorganizationsandsystems

o Identifycurrentdatadefinitionsacrossrelevantagencies,courts,andotherorganizationsandsystems

34

34SeealsoCoordinationStrategyD35Ensurecloseattentiontopreventingduplicativecollectionandreportingofdata.

AppendixF

o Comparecurrentdatadefinitions,andprioritizeandidentifyneededstandarddefinitionsofdataatthecaseandaggregatelevels

o Developstandardsforneededdatadefinitionsandpoliciestoensurethatdatacollectedmeetsestablishedstandards

4. Establishprocessesormechanisms(e.g.,internalagencyqualitymanagementteams,contractedqualitymanagementservices,establishinganacceptabledatadefectrate)36toassurequalityofcase‐andaggregate‐leveldatacollection,37andtoregularlymonitorthequalityofdatareportingandsharing.

5. Investinanddevelopaconsistenttechnicalstrategyacrosssystemactorstoensureinteroperabilityortechnologicalcapacitytolinkdatasystemsbetweenrelevantagencies,courts,otherorganizationsandsystemstosharespecificcase‐andaggregate‐levelinformationinreal‐time,asallowedbylaw

o Exploretheopportunitiesandcostsofdevelopingtechnologicalcapacitythroughstate‐basedsolutions,orathird‐partyprovider

o Identifyandreviewinformationthatiscurrentlyavailableelectronically,includinglocationandformatofdata

o Developthenecessarystepstocollectneededelectronicdatathatiscurrentlyunavailable

o Establishsystemneeds(securityprotocols,readonlycapability,technologyrequirements,connectivityprotocols)necessarytoelectronicallyprovideshareableinformationfromrelevantagencies,organizations,andcourts

o Investinprofessionaldevelopmenttouseestablishedtechnologyforlinkingdatasystems

DataStrategyB:Specificcase‐levelinformationissharedandusedamongrelevantagencies,courts,otherorganizationsandsystemsinatimelywayandasallowedbylawtoinformandimprovedecisionmaking,servicedelivery,andindividualoutcomes

1. Exploredevelopmentandimplementationofformalinter‐agencyagreementsorpolicies(e.g.,uniformreleaseforms,universalMOUs)forcase‐leveldatacollectionandsharingbetweenrelevantagencies,courts,otherorganizationsandsystems

o Exploreopportunities,costs,andlegalchallengesofdevelopingstandardagreements,includingtheoptionofusingathirdpartynegotiator

35

36Thestatecanleverageandidentifycommonalitiesbetweenexistingdataqualitystandards37Thisincludesadherencetostandardsfordefiningkeypiecesofdata

AppendixF

o Establishdatasharingagreementsacrossallrelevantsystemactorso Establishprocessestoregularlyreviewalldata‐sharingagreements

2. Identifyuniformprocessesfortimelysharingofrelevantcase‐leveldatabetweengovernmentagencies,courts,andotherpublicandprivateorganizationsandotherrelevantsystems(e.g.,education,mentalhealth,substanceabuse,childwelfare)

3. Regularlyreviewpoliciesandprocessesoninformationsharingwithsystemprofessionals,includingconfidentiality,legalrestrictions,andconsentformsrequiredforsharingofcase‐levelinformation,throughinstitutionalizedprocedures,audit,andprofessionaldevelopmenttoensureadata‐drivenculturewithinagencies,courts,andotherorganizations

o Identifystaffinparticipatingagenciestobetrainedoncase‐levelinformationsharingprotocolandconducttrainings

o Investinthedevelopmentofprotocolsfortheoperationofinformationsharingagreements,practitioner’sguides,authorizationtoreleaseforms,andotherrelatedtools

o Establishandutilizeaconflictresolutionmechanismthroughwhichparticipatingagenciescansubmitquestionsorfeedbackaboutthesharingofcase‐leveldata

4. Engagefamiliesindatacollectionanddisseminationandbuildunderstandingaboutinformation‐sharingprotocolandconfidentialityofcase‐leveldataasneeded

o Determinetheappropriatepointsatwhichtoengagefamiliesindatacollectionacrossthesystem

o Developconciseandeasilyaccessibletoolstoeducatefamiliesaboutinformation‐sharingprotocolandconfidentiality

5. Utilizedatatotrackyouthacrossjuvenilejusticeagencies,othersystems(e.g.,education,mentalhealth,childwelfare)andtheadultcriminaljusticesystemtoinformcase‐leveldecisionmaking

o Investigatekeybarriers(e.g.,legal,ethical,political)tocorrectlyidentifyingyouththroughthejuvenilejusticesystemandothersystems

o Identifyandadoptviablemechanisms(e.g.,matchingsoftwareapplications,middleware,databases,uniqueidentifiers,requiredlegislativechange)tocorrectlytrackyouthacrossthesystembasedoninputofkeysystemstakeholders

36

AppendixF

DataStrategyC:Basicaggregateandde‐identified38case‐leveldataisshared,regularlyanalyzedandusedacrossthejuvenilejusticesystemandothersystemsattheagency,local,39andstatelevelstounderstandandimproveprogrammanagementandsystemoutcomes

1. Establishagreementamongkeyactorsaboutthepurposesandvalueofaggregateandde‐identifiedcase‐levelinformationsharing,objectivelyassessingtheneeds,benefits,costs,andobstaclestodoingso(includinglegal,ethical,andpoliticalobstacles,andbarrierstosharinginformationbetweensystems)

2. Exploredevelopmentandimplementationofaggregate‐levelandde‐identifiedcase‐leveldatacollection,sharing,andanalysisbetweenrelevantagencies,courts,otherorganizationsandsystemsthroughuniformMOU,universalwaiver,orlegislative/regulatorychange40

o Identifyopportunities,costs,andlegalchallengesarounddevelopingamechanismforcollecting,sharing,andanalyzingaggregate‐levelandde‐identifiedcase‐leveldata

o Createuniformprocessesfortimelysharingofrelevantaggregate‐levelorde‐identifieddatabetweengovernmentagencies,courts,andotherpublicandprivateorganizationsandotherrelevantsystems(e.g.,education,mentalhealth,substanceabuse,childwelfare)

o Establishprocessestoregularlyreviewalldata‐sharingagreements3. Utilizeaggregateandde‐identifiedcase‐leveldataregularlytounderstand

outcomesatkeypointsacrossthejuvenilejusticesystemandothersystems

o Analyzecurrentstateofdataanalysisacrossagencies,courts,andotherorganizations

o Identifykeygapsindataandsystemoutcomesanalysisandopportunitiestoimproveinternalanalyticcapacity

o Investresourcestosupportdataanalysisanduseofdatatoinformdecisionmakingandpolicy

o Utilizeprofessionaldevelopmenttoensureanalyticcapacityofgovernmentagencies,courts,andotherorganizationstousedatatoenhanceindividualorganizationalperformanceonanongoingbasis

37

38“De‐identified”case‐leveldataincludesdatathatisnotindividuallyidentifiableandusedforresearchoranalyticalpurposes.39“Locallevel”mayencompassacity,county,orcollectionofcounties/region.40Thiswouldlikelyincludeanextensiveanalysisofconfidentialitystatutesandbarriersbylegalexperts

AppendixF

4. Utilizedatatotrackyouthacrossjuvenilejusticeagencies,othersystems(e.g.,education,mentalhealth,childwelfare)andtheadultcriminaljusticesystemtounderstandsystemoutcomes

o Identifyandadoptviablemechanismstoidentifyyouthacrossthesystem,suchasuniqueidentifiersorhighprobabilitymatchingofindividualizeddata,basedonanacceptabledatadefectrate

o Establishmechanismsthroughlegislationorneededpolicychange,basedontheinputofkeysystemstakeholders

5. Establishpartnershipsandprocessesforundertakingevaluationresearchontargetpopulations,programs,andsystemoutcomesincompliancewithfederalstatutesandregulationsincludingInstitutionalReviewBoard(IRB)approvals

o Developacross‐systemsresearchagendaandcapacity(internaland/orexternalstaffresourcesorconsultants)foranalysis

6. Conductandregularlymakeavailabletothesystemandthepubliccross‐systemsresearch,analysis(includingcost‐benefitanalysis),andmonitoringofagreeduponaggregatedataandprogresstowardsstrategicgoals

38

AppendixF

AppendixG:StakeholdersEngaged

CoordinationandAccountabilityWorkingGroupMembers

StephenAcquario,NewYorkStateAssociationofCountiesCamiAnderson,formerlyofNewYorkCityDepartmentofEducation*KateBreslin,SchuylerCenterforAnalysisandAdvocacyLaurenceBusching,NewYorkCityAdministrationforChildren’sServices*SeanByrne,DivisionofCriminalJusticeServices*GladysCarrión,OfficeofChildrenandFamilyServices*JanelleCleary,CouncilonChildrenandFamilies,CommunityJusticeForumHon.MichaelCoccoma,CourtsOutsideofNewYorkCity*JohnDonohue,NewYorkPoliceDepartment*BillGettman,OfficeofChildrenandFamilyServicesElizabethGlazer,OfficeoftheSecretarytotheGovernor*JacquelynGreene,DivisionofCriminalJusticeServices*AveryIrons,Children’sDefenseFund,YouthJusticeProgramsEmilyTowJackson,TowFoundation*DavidJolly,OrangeCountyDepartmentofSocialServicesJeremyKohomban,TheChildren’sVillage*TimothyLisante,NewYorkCityDepartmentofEducation*RobertMaccarone,OfficeofProbationandCorrectionalAlternatives*DianeMastin,SchuylerCenterforAnalysisandAdvocacyJessicaMorelli,NewYorkStateAssociationofCountiesJamesPurcell,CouncilofFamilyandChildCaringAgencies*GabriellePrisco,CorrectionalAssociationofNewYork*KristinProud,NewYorkStateExecutiveChamber*KellyReed,MonroeCountyDepartmentofHumanServices*Hon.EdwinaRichardson‐Mendelson,NewYorkCityFamilyCourt*VincentSchiraldi,NewYorkCityDepartmentofProbation*ToddScheuermann,NewYorkStateDivisionofBudgetTamaraSteckler,LegalAidSociety*EuphemiaStrauchn‐Adams,FamiliesontheMoveofNewYorkCityMicheleSviridoff,NewYorkCityCriminalJusticeCoordinator’sOffice*

ContinuumWorkingGroupMembers

LeslieAbbey,NewYorkCityAdministrationforChildren’sServicesSoniaBalaram,HarlemYouthCourtAnaBermudez,NewYorkCityDepartmentofProbationRebeccaCorso,NewYorkStateDivisionofBudgetCarolDankert,ErieCountyDepartmentofSocialServices

AppendixG

FelipeFranco,NewYorkStateOfficeofChildrenandFamilyServicesStephanieGendell,Citizens’CommitteeforChildrenGineenGray,NewYorkCityDepartmentofProbationBetsyKenney,NewYorkStateEducationDepartmentJoeMancini,SchenectadyCountyProbationDepartmentNancyMartinez,NewYorkStateOfficeofChildrenandFamilyServicesPamNeubeck,LegalAidSocietyZacharyNorris,JusticeforFamiliesHectorRamirez,NortheastParentandChildSocietyKellyReed,MonroeCountyDepartmentofHumanServices*KristinRiley,NewYorkStateOfficeofMentalHealthCharlesSchillaci,SenecaCountyDepartmentofSocialServicesSharonTownsend,NewYorkStateJudicialInstitute

DataWorkingGroupMembers

JeffreyBaker,NewYorkStateEducationDepartmentJeffreyButts,ResearchandEvaluationCenter,CityUniversityofNewYorkJacquelineDeane,LegalAidSocietyVajeeraDorabawila,OfficeofChildrenandFamilyServicesChristopherFisher,NewYorkCityDepartmentofProbationJimGilmer,DivisionofCriminalJusticeServicesSaraGreen,NewYorkCityDepartmentofEducationDonelleHauser,BerkshireFarmCenterandServicesforYouthEmilyTowJackson,TowFoundation*KarenKane,NewYorkStateOfficeofCourtAdministrationBonnieKornberg,GrahamWindhamAmeliaLepore,NewYorkStateOfficeofCourtAdministrationSusanMitchell‐Herzfeld,OfficeofChildrenandFamilyServicesTeresaPortelli,OfficeofChildrenandFamilyServicesTerrySalo,DivisionofCriminalJusticeServicesMicheleSviridoff,NewYorkCityCriminalJusticeCoordinator’sOffice*WilliamTravis,OfficeofChildrenandFamilyServices

StakeholdersEngagedthroughInterviewsandFocusGroups

LeslieAbbey,NewYorkCityAdministrationforChildren’sServicesPatriciaAikens,AlbanyCountyProbationDepartmentAngelaAlbertus,NewYorkCityLawDepartmentHon.AllenAlpert,BronxCountyFamilyCourtAbbyAnderson,ConnecticutJuvenileJusticeAllianceCamiAnderson,NewYorkCityDepartmentofEducationNateBalis,AnnieE.CaseyFoundation

40

AppendixG

Hon.NancyBannon,BronxCountyFamilyCourtLeslieBarnes,MonroeCountyOfficeofProbationandCommunityCorrectionsLoriBeer,SaratogaCenterfortheFamilyJamesBell,W.HaywoodBurnsInstituteDeborahBenson,CouncilonChildrenandFamiliesArielleBernstein,FightCrime:InvestinKidsNewYorkShayBilchik,CenterforJuvenileJusticeReformSarahBryer,NationalJuvenileJusticeNetworkHon.PaulBuchanan,ErieFamilyJuvenileTreatmentCourtRobertBurns,MonroeCountyOfficeofProbationandCommunityCorrectionsJoyceBurrell,OfficeofChildrenandFamilyServicesLaurenceBusching,NewYorkCityAdministrationforChildren’sServicesSeanByrne,DivisionofCriminalJusticeServicesPatriciaCampie,NationalCenterforJuvenileJusticeGladysCarrion,OfficeofChildrenandFamilyServicesJuanCartagena,CommunityServiceSocietyDanielChaney,WayneCountyJuvenileJusticeServicesDivisionLorettaChin,Children’sStudiesProgramandCenter,CUNYMichaelCilluffo,BronxCountyFamilyCourtHon.MichaelCoccoma,CourtsOutsideofNewYorkCityJosephCocozza,NationalCenterforMentalHealth&JuvenileJusticeAlexandraCox,InstituteforJuvenileJusticeReformandAlternativesBarbaraDeMayo,NewYorkCityFamilyCourtJanetDiFiore,WestchesterCountyDistrictAttorney’sOfficeTinaDixon,CenterforChildren’sLawandPolicyDavidDomenici,SeeForeverFoundationandMayaAngelouSchoolsJohnDonohue,NewYorkPoliceDepartmentHon.MonicaDrinane,BronxCountyFamilyCourtFelipeFranco,OfficeofChildrenandFamilyServicesGeneFunicelli,PutnamCountyProbationDepartmentLaurieGarduque,JuvenileJustice,MacArthurFoundationStephanieGendell,CitizensCommitteeforChildrenElizabethGlazer,OfficeoftheSecretarytotheGovernorWarnerGraham,BoysTownNewYorkJacquelynGreene,DivisionofCriminalJusticeServicesAnthonyHough,OfficeofChildrenandFamilyServicesAveryIrons,Children’sDefenseFundLoriIskowitz,NewYorkCityLawDepartmentRobertIusi,WarrenCountyProbationDepartmentCharisaKiyôSmith,AdvocatesforChildrenJeremyKohomban,TheChildren’sVillageCatherineLane,DutchessCountyProbationDepartmentDr.GertrudLenzer,Children’sStudiesProgramandCenter,CUNY

AppendixG

CindyLewis,MonroeCountyDepartmentofHumanServicesFayeLewis,StatenIslandCommunityResidentialClusterKungLi,OpenSocietyInstituteThomasLillis,ErieCountyDepartmentofSocialServicesHon.JonathanLippman,OfficeofCourtAdministrationTimothyLisante,NewYorkCityDepartmentofEducationMaryLivers,LouisianaOfficeofJuvenileJusticeLeeLounsbury,CouncilofFamilyandChildCaringAgenciesBartLubow,AnnieE.CaseyFoundationRobertMaccarone,OfficeofProbationandCorrectionalAlternativesJosephMancini,SchenectadyCountyProbationDepartmentEduardoMarcial,CrossroadsJuvenileCenterJodyMarksamer,NationalCenterforLesbianRightsJohnMattingly,NewYorkCityAdministrationforChildren’sServicesAnneMc‐Intyre‐Lahner,StateofConnecticutDepartmentofChildrenandFamiliesSusanMitchell‐Herzfeld,OfficeofChildrenandFamilyServicesEdwardMyersHayes,CayugaHomesforChildrenZacharyNorris,JusticeforFamiliesLindaOinen,MonroeCountyDepartmentofHumanServicesRoccoPozzi,WestchesterCountyProbationDepartmentFrancinePerretta,WestchesterCountyProbationDepartmentJanicePressley,OfficeofChildrenandFamilyServicesGabriellePrisco,CorrectionalAssociationofNewYorkJamesPurcell,CouncilofFamilyandChildCaringAgenciesJulieRevaz,StateofConnecticutCourtSupportServicesDivision,JudicialBranchKellyReed,MonroeCountyDepartmentofHumanServicesKJRhee,InstituteforJuvenileJusticeReformandAlternativesHon.EdwinaRichardson‐Mendelson,NewYorkCityFamilyCourtNatalieRodriguez,BronxCountyFamilyCourtMichaelRohan,CookCountyJuvenileProbationandCourtServicesLourdesRosado,JuvenileLawCenterAnnieSalsich,VeraInstituteofJusticeVincentSchiraldi,NYCDepartmentofProbationRobertSchwartz,JuvenileLawCenterAlfredSiegel,CenterforCourtInnovationMarkSoler,CenterforChildren’sLaw&PolicyTamaraSteckler,LegalAidSocietyMarkSteward,MissouriYouthServicesInstituteMaryEllenStill,DutchessCountyProbationDepartmentFrankStraub,CityofIndianapolisEuphemiaStrauchn‐Adams,FamiliesontheMoveofNewYorkCityMicheleSviridoff,NewYorkCityCriminalJusticeCoordinator’sOfficeChristopherTan,AdvocatesforChildren

42

AppendixG

MichaelThompson,TheCouncilofStateGovernmentsJusticeCenterWansleyWalters,MiamiDadeCountyJuvenileServicesDepartmentMeredithWiley,FightCrime:InvestinKidsJudyYu,CorrectionalAssociationofNewYork

SiteVisitsConducted

BoysTownNewYorkBronxFamilyCourtChildren’sVillageCrossroadsJuvenileCenterEllaMcQueenReceptionCenterStatenIslandResidentialCenter

FocusGroupsConducted

AdvocacygroupsDepartmentofHumanServices/DepartmentofSocialServicesCommissionersSystem‐involvedyouthatStatenIslandResidentialCenterStaffatStatenIslandResidentialCenterSystem‐involvedyouthatEllaMcQueenReceptionCenterStaffatChildren’sVillageStaffattheLegalAidSocietyDepartmentofProbationCommissioners

AppendixG

44

AppendixHApp

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