Strategic plan 2004, executive summary

Strategic Plan 2004 Department of Juvenile Justice
Executive Summary

Introduction Scope and Objectives Background Custody to Commitment Process
Our Mission Our Vision Our Goals
Restoring Youth, Victims, and the Community Linking Assessment to Sanctions and Services Managing Resources Strategically Leading an Empowered Workforce Our Challenge Critical Success Factors Success Inhibitors Our Plan Appendices Board of Juvenile Justice Organizational Structure Regional Structure

Table of Contents
1 1 1 2 5 6 7 7 8 9 10 12 12 12 14 17 18 19 20

Introduction

This document presents the Georgia Department of Juvenile Justice Strategic plan for 2004. It describes the mission, vision, strategic goals, and objectives for the Department. Our plan is the culmination of several months of work and wide participation from board members, management, and staff. In this section we present the scope and objectives for the plan, background information on the Department and a discussion of the Department's role in the custody to commitment process.

Scope and Objective

The strategic plan for the Department of Juvenile Justice is the result of a planning process that includes three major components. The first is general strategic planning, which includes the mission, vision, critical success factors, success inhibitors, strategic goals and strategic objectives. The second is information technology planning, which includes the identification of information needs and technology projects necessary to help the Department reach its strategic goals. The third component is workforce planning. Workforce planning focuses on the human resources challenge and develops plans to address them. This document draws upon all three components of planning but is presented primarily using the structure of a traditional strategic plan. As a separate strategic planning document, entitled Steps and Components, offers more detail in the areas of technology and workforce planning.
Background
As stated in 49-4a-3(b) of the Official Georgia Code, "[T]he Department shall provide for supervision, detention, and rehabilitation of juvenile delinquents committed to the State's custody. The Department shall also be authorized to operate prevention programs and to provide assistance to local public and private entities with prevention programs for juveniles at risk. Additionally, the Department will be authorized to provide for specialized treatment for juvenile offenders, in lieu of commitment, who have been found to be sex offenders or drug abusers and who may have behavior disorders..." A board appointed by the Governor oversees the operations of the Department. Refer to Appendix A for a full list of active Board Members.
To carry out our responsibilities, we staff 9 Youth Development Campuses and 22 Regional Youth Detention Centers that operate on a 24-hour, 7 days a week basis. DJJ has over 4,500 full-time employees and a budget of nearly $300 million. Our staff is spread throughout the State to operate facilities, run programs, and serve the juvenile courts. The Department's organizational structure is presented in Appendix B.

Overview of Regional Youth Detention Centers
There are 22 Regional Youth Detention Centers (RYDCs) across the state of Georgia. RYDCs provide temporary care and supervision of youths who are charged with juvenile delinquency, who have been found guilty of juvenile delinquency and are awaiting disposition of their cases by a juvenile court, or who have been committed to the Department of Juvenile Justice (DJJ) custody by a juvenile court and are awaiting placement in DJJ treatment programs or facilities.
RYDC locations:
Albany Athens Augusta Blakely Bob Richards Claxton Clayton Columbus Dalton DeKalb Eastman Gainesville Griffin Gwinnett Loftiss Macon Marietta Metro Paulding Sandersville Savannah

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Introduction

On an average day we

are serving over 900

Overview of Youth Development Campuses

youth in Regional Youth

Detention

Centers

awaiting adjudication

and another 900 that

have been committed to

There are 7 Youth Development Campuses (YDCs) across the state of
Georgia. YDCs provide secure, long-term rehabilitation facilities for youths sentenced or committed to DJJ custody by Juvenile Courts.

a Youth Development YDC locations: Campus. In addition

our Department handles

Augusta

intake and assessment

Bill E. Ireland (Milledgeville)

for thousands of youth a

Eastman

year and we provide alternative placements, services, and support programs for youth under our supervision.

Macon McIntosh Savannah River Challenge Sumpter

Over 55,000 youths are

served

annually,

including youths who are placed on probation, sentenced to short-term incarceration, or

committed to the Department's custody by Juvenile Courts. Services are delivered through a

regional structure. (See Appendix C.)

Custody to Commitment Process

We recognize and accept the challenge that Georgia faces in balancing public safety with the service needs of youthful offenders. The citizens of the State's expectation of the Department is to maintain a safe environment, while at the same time meeting our legal obligations to educate and provide treatment and re-integration services to the youth under our supervision. Our multiple responsibilities are reflected in the wide range of activities that occur within the 24 by 7 service delivery system we operate.

Every interaction we have with a youth is an opportunity an opportunity to make a difference in a young person's life. The juvenile justice process comprises several steps and involves many individuals and institutions. Law enforcement, school officials, parents, or neighbors may initiate the process whereby a youth is taken into custody. Courts, social service agencies, and communities interact with the Department within this process.

DJJ's role begins once the youth is taken into custody, where we assist the non-independent courts1 in assessing the youth at intake. DJJ can assist courts in determining the best placement for a youth while he or she waits for a hearing. The community-based detention alternatives we develop give judges options when considering the best placement for preadjudicated youth. With validated assessment tools and available detention alternatives, DJJ can help to ensure the appropriate placement of pre-adjudicated youth. DJJ's assessment and recommendation is often the basis upon which a judge decides to place a youth in detention, a detention alternative, or at home to wait for an adjudicatory hearing.

The most critical challenge for us is placing youth in an appropriate slot. Placements fall along a continuum from minimal security to high security. If youths needing secure placements are placed in a non-secure setting, it puts the public at risk. If youths not needing a secure placement are placed in secure settings, they are at risk of sinking further into the criminal

1 Generally, independent courts provide intake, probation, counseling, case management, supervision, detention

planning and aftercare supervision. In some cases, county staff provide intake and probation or share services with

the Department.

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Introduction

justice system. Carrying out our mission entails applying the appropriate balance of service and security. When youth are placed appropriately, security is maintained, resources are used efficiently, and the outcomes for our youth are improved.

DJJ can have an impact on the juvenile criminal justice process at several points. The criminal justice process for juveniles includes five major components taking into custody, preliminary hearing, placement pre-adjudication, adjudication, and placement postadjudication. For four of these steps (all but taking into custody), DJJ is in a position to improve the outcome. The key tools DJJ has for effecting the best possible outcomes for youth are its assessment of youths, recommendation for placement, the development of alternatives, and the delivery of appropriate services to those under its supervision. It is our task to excel at each of these activities.

Our ability to measure and manage effectiveness is greatly improved with the Population

Forecasting Report and our Management Reference Manual. Both publications are new for this year and will be updated on an annual basis.

Sara Sara was not one of those kids that you have to send to a dozen programs and pray that they make it in one of them.

The results of these two publications are captured in a conceptual model called the "funnel." The funnel depicts the populations of youth that flow through the juvenile justice system, key decision points, and placement

Sara's biggest problem was, like many kids, she needed a stable family life. She was committed to DJJ for running away from home. Sara says, "There were a lot of issues there." She went to live with an aunt in another state for some time. However, when

results. As shown in Exhibit 1, Georgia's youth she returned to her mother's house, the

population between the ages of 10--16 is over 850,000. Over the course of a year, about 19,000 youth will be put on probation, placed in

problems started again. This time when she ran away, Sara was sent to Claxton RYDC where things started to change.

a short-term program or committed to be placed Sara says, "It wasn't the center that made a

under our supervision.

difference, but one woman." Someone told

Sara, "Don't change for someone else,

Many factors can contribute to delinquency in change for yourself." Those few words of minors. The environment, social support advice helped turn Sara's life around.

systems, parental guidance, economic She is now 19 years old and lives in an

opportunities, and individual choices affect a apartment in Atlanta by herself. Sara works

child's chances of falling into the criminal justice system. DJJ has little if any impact on these factors. Once we encounter the youth however,

for the Georgia House of Representatives. Her plans for the future include going to college and studying graphic design.

our challenge is to restore the youth, family, and

community that have been harmed by the youth's actions and return the youth to the

community as a productive citizen. We have tools to measure our progress, but we are still

working to improve measurement and reporting and thereby enhance the effectiveness of our

decision-making support systems.

The following diagram depicts the Department's custody to commitment process:

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Exhibit 1

Introduction

DJJ's Custody-- to - Commitment Process

Youth Taken Into Custody

DJJ

Intake Independent Courts

Preliminary Hearing

Awaiting Adjudication

RYDC Alternative to Detention

Home

Informal Adjustment

Charges Filed

Adjudication

Disposition

Committed to DJJ
Home Residential Facility Youth Development
Campus

Judicial Determination
Dismissal/Acquittal Probation Short-term Program

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Our Mission
Through statutes adopted by our elected representatives, the citizens of Georgia have charged us with providing for supervision, detention, and rehabilitation of juvenile delinquents committed to the State's custody. The Department is also authorized to operate prevention programs, to provide assistance to local public and private entities with prevention programs for juveniles at risk, and to provide specialized treatment to youth with behavior disorders. Our Department's leadership and staff embrace these responsibilities as demonstrated by our mission statement:
"To serve the youth and citizens of Georgia by protecting the public, holding youth accountable for their actions, and improving their academic, social, vocational, and
behavioral competencies in the most effective manner possible."
The Department of Juvenile Justice is first and foremost an organization that serves the citizens of Georgia. We protect the public by supervising youthful offenders and by returning them to society as more productive citizens. Criminal justice and public safety are among the fundamental responsibilities of government. Our agency is one of several in State government that fulfills this responsibility.
To carry out our mission we have to hold the youth we supervise accountable for their actions and improve their competencies. We do this by implementing the principles of balanced and restorative justice and through the delivery of individually tailored service plans. Service plans are based on educational, mental, physical, and psychological assessments. Information on the service outcomes is maintained so that we can monitor our effectiveness and improve our processes over time.
At DJJ we see our mission as one of service to the citizens of Georgia. We have great challenges, but we have an equally great desire to make a difference. Our mission statement helps keep us focused on our priorities and the value we bring to the citizens of Georgia.

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Our Vision
We see a Georgia in which the public is safe from unreformed youthful offenders, where youths who are willing to turn their lives around are given the opportunity to do so, and where we as empowered employees of the Department of Juvenile Justice are a positive influence in the lives of youths we supervise. Further, we aspire to break new ground in our efforts and to discover new paths to success. We want the Georgia Department of Juvenile Justice to become a model Department of Juvenile Justice for the nation. These themes are reflected in our vision statement:
To be a national leader in helping youth achieve their highest potential through proven and innovative programs delivered in appropriate settings by a highly qualified workforce.
To be a national leader means that our programs and services are seen by peers as examples of best practices in the field. We will not only embrace best practices from around the country but through innovation, evaluation, and continuous improvement, we will create new best practices for other organizations to emulate. Achievement of this vision will be reflected in youths that exit our programs and in the quality of the staff that deliver services to them while under our supervision.
The vision communicates our understanding that a key component of achieving our goals is the development and maintenance of an environment in which staff can best deliver services and youths can best achieve their potential. Having appropriate facilities in which to serve youths is critical for our success. Our long-range planning places a major emphasis on forecasting population needs and designing facilities to meet identified needs. In addition, our vision embodies the following key themes:
We will be a leader within a national community of state organizations dedicated to the twin responsibilities of public safety and the development of youths We embrace our obligation to the youth we supervise and the public we serve to return youth to society prepared to be productive citizens Our programs will be seen as effective and creative Our facilities, programs, resources, and technology will be equal to task set before us to protect the public and restore youth and communities The staff at DJJ will be highly qualified, energized, and empowered to deliver results
Change is forever on the horizon for organizations that strive to remain relevant and effective. We look to this vision statement to provide a beacon during times of change, keeping us focused on our goals and directing the work of each staff member toward the achievement of a common vision. Our ultimate success is measured by our ability to maximize the potential of youths in our care and to help them become productive citizens.

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Our Goals

Realizing our vision requires deliberate and focused effort toward achieving our strategic goals. We know that by striving towards our strategic goals, we will move closer to making our vision a reality. Our strategic goals are summarized in the four following themes:
Restoring youth, victims, and the community Linking assessment to sanctions and services Managing resources strategically Leading an empowered workforce
The following sections elaborate on these themes. Each provides a general description of the theme and the strategic goal it supports.
Restoring Youth, Victims, and the Community
A crime committed by a youth can have a broad and devastating impact on a community. A crime creates a victim; it also affects the offender and diminishes the community. The impact of crime on the victim should be foremost in our mind; but too often the criminal justice system focuses primarily on punishment of the offender and gives little attention to addressing the damage the offender has caused. At DJJ, we practice a balanced and restorative justice approach in dealing with youthful offenders. This approach builds upon the notion that offenders are to be held accountable for their offenses.
Communities expect justice systems to improve public safety, sanction juvenile crime, and habilitate and reintegrate youth offenders. Balance in juvenile justice is achieved when each of these needs is addressed and when all parties participate in a response to the crime. Restorative justice strikes a balance among the needs of victims, offenders, and communities, and calls upon each to participate in the justice process. Restorative justice builds on traditional community values and effective sanctioning practices, including victimoffender mediation, community decisionmaking, community service, restitution, victim and community impact statements, and victim awareness panels. An illustration of how restorative justice connects the community, victim, offender, and justice system can be seen in the diagram below.

The balanced and restorative justice approach contrasts with two popular approaches of the past: the support model and the punishment model. At one extreme is a perspective that youthful offenders only need support to overcome criminal habits and antisocial behavior. At the other extreme is a perspective that youthful offenders only need to be locked up and taught a lesson. Our approach goes beyond these two perspectives. On the one hand, we are developing programs to ensure that offenders are held accountable for their crimes through appropriate sanctions, restitution of victims, and community service. On the other hand, we work to "restore" the offenders through applying the right mix of services to give them their best opportunity for becoming productive citizens.
A balanced and restorative justice approach in the State of Georgia requires coordinated efforts among the legislative, executive, and judicial branches of government. That work begins with setting forth a clear strategic goal aimed at playing an active role in crafting State policy toward our youth and in developing pilot programs that reflect a balanced approach. Our first strategic goal can be stated as:

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Our Goals
DJJ will serve a leadership role in developing the State's policy towards youthful offenders.
As the approaches and services required to treat youths in the juvenile justice system continue to change and improve, our agency is uniquely positioned to support the development of the State's policies pertaining to youthful offenders. Although we can support the development of policies, through providing information, suggesting legislation, and testifying before the Legislature, we are bound by the decisions made by our elected officials. Our role is to make sure that our elected officials have the information they need to make effective policies. Our experience and knowledge of youth issues and interaction with other State agencies that work with youth, make our agency's role in Statewide policy development critical.
It is our goal to apply the balanced and restorative justice approach to all of our policies and programs at DJJ. As we accumulate more program experience, we are using it to inform and support legislative and executive decision-making regarding youthful offenders.
Linking Assessment to Sanctions and Services
The assessment process serves as a basis for the most important decisions we make at DJJ regarding the sanctions and services we provide for youths. At nearly every stage in the process -- from intake to reintegration with the community -- our assessment tools are critical for making the right decision. It is essential that youths are assessed, classified, and placed according to the risk they pose. In other words, it is necessary to put dangerous youth in secure facilities while they receive treatment and place youths that do not pose a security risk in less restrictive environments or at-home with supportive services. Assessments also help to determine the appropriate program for meeting a youth's needs, when to reintegrate youth into the community, and what sort of service would be helpful to the youth once he or she is in the community.
To forge a link between assessment of youths, sanctions, and services the DJJ team developed the following strategic goal:
Youth will be assessed, classified, and served according to individual risk and need.
Our ultimate goal is to serve youth closer to home and to re-integrate them with the community to become productive members of society. Regionalization, which places more services and more of the decision-making at the local level, facilitates the process of delivering appropriate services in the communities in which our youths live. Good local decision-making depends on effective tools for assessing the needs of youth. Our assessment and classification tools are critical for meeting this goal.
Using our Comprehensive Risk and Needs (CRN) assessment tool we can develop service plans that take advantage of our growing knowledge of program effectiveness and youth typologies.
The diagram below demonstrates the relationship between the Comprehensive Risk and Needs assessment tool and the Department's sanctions and services:

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Our Goals

Exhibit 2
Comprehensive Risk and Needs Assessment Links Assessment to Sanctions and Services

Assessment Risks Needs Typologies

1. Connecting the dots 2. Seeing the patterns 3. Designing solutions

Service Plan 1. Goals 2. Program

The CRN uses statistically verified patterns of behavior and characteristics present in DJJ's population to identify typologies for boys and girls. With the typologies, we can more easily see patterns and recommend appropriate service plan goals and objectives.
Proper assessment and placement of youth yields significant benefits. Among these are the following:
Youths are given the best opportunity to succeed The public is assured that a youth in need of a secure placement is given one The tax payers benefit because appropriate placements make the most efficient use of public resources

This strategic goal affects nearly all of our operations. The majority of our resources are devoted to the delivery of services to youths and we use the assessment tools to decide which services to give to which youth. Achieving this strategic goal is essential to delivering services effectively and efficiently.

Managing Resources Strategically

To make our vision a reality, we must manage and use resources in the most effective and efficient manner. Effective management requires proper planning, enterprise-wide

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Our Goals

communication and coordination, and understanding the costs and outcomes associated with programs and processes.
To improve our ability to manage resources strategically, we established the following goal:
DJJ will secure and expend public and private funds effectively and efficiently.
We must maximize existing sources and identify new sources of revenue to provide the necessary quality and quantity of services for youths. Maximization of revenue allows us to expand or improve services that assist youths in maximizing their potential.
To become a national leader in helping youths maximize their potential, we must continually assess and improve our ability to meet the needs of the youths we supervise. To accomplish this, we must learn from our experiences and assess and monitor the outcomes of our programs and services to ensure we are accomplishing our goals and objectives. Due to resource constraints and the need to maximize public funds, it is essential that DJJ operate in an efficient and effective manner, while fulfilling its obligation to serve youths, their families, and the citizens of Georgia.
Leading an Empowered Workforce
Having a highly qualified, empowered workforce is so critical to our success it is reflected directly in our vision statement. As with most service organizations, success or failure often depends on the ability to attract, train, and retain the appropriate workforce. We depend upon a geographically dispersed workforce of approximately 4,500 full-time employees to deliver services to youth under our supervision. Our 22 Regional Youth Detention Centers and 9 Youth Development Campuses are located throughout the State and operate 24 hours a day, 7 days a week. Our employees have regular contact with the youths. They offer structure, security, guidance, training, education, and counseling. If DJJ is going to have an effect on a youth in custody, it will be through one or more of its employees that work with the youth on a day-to-day basis. Although we have created frameworks and systems to support our employees, we still must depend on having qualified, empowered employees to carry out their duties, ensure safety, and prepare youths for life after DJJ.
We developed the following strategic goal to support this critical area.
DJJ will attract, develop, and value its workforce by creating a continuous learning environment in which employees are held accountable and recognized for results.
Achieving this strategic goal will benefit the employees, the youths, the Department, the State and the citizens. Among the key benefits are the following:
Employees can be more effective in a continuous learning environment. Over time they can gain skills relevant to their work and become more confident and empowered in carrying out their duties Program outcomes will improve when youths interact with more qualified and better prepared employees The Department's effectiveness as a whole will increase as we develop our employees and they are held accountable for results The State benefits from having an agency whose employees are more effective in carrying out their duties

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Our Goals
This strategic goal targets the most important input to our service delivery model the employee. We recognize how critical human resources are to the results that this Agency produces. By faithfully pursuing this strategic goal, we are set to improve DJJ continuously.

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Our Challenge

Reaching our strategic goals will not be easy. We must achieve certain critical success factors and avoid key inhibitors to success.

Success Factors
Agency-wide effective planning process DJJ must have an agency-wide planning process that assesses where the organization is and where it needs to go. This process must span organizational boundaries and coordinate various interrelated planning efforts such as the services development plan and the population forecast. The planning process should provide a mechanism to coordinate and prioritize resource needs and initiatives.
Comprehensive continuum of cost-effective, quality programs DJJ must provide the necessary depth and breadth of services to have an effect on the youths under its supervision. DJJ services must span the complete continuum of care to enable desired outcomes to be achieved.
Appropriate information technology resources Effective use of information technology is critical for efficient and effective administration and operations. Accurate and timely information is the basis for sound decision-making and improved results.
Appropriately skilled and trained workforce Human resources development and management is important to the performance of all service organizations.
Effective communication and coordination For DJJ to operate as efficiently and effectively as possible, there must be communication and coordination among the areas that participate in the service delivery process. This includes the divisions and units within DJJ as well as external agencies that play a role in the juvenile justice process.
Appropriate facilities for youth and staff DJJ must have the necessary types and number of facilities to support its programs and operations. The facilities must be safe and secure and have sufficient capacity to meet current and future needs.
Comprehensive policies and procedures DJJ must establish and enforce a comprehensive set of polices and procedures to ensure that operations are conducted in an efficient, effective, and controlled manner. Policies and procedures communicate to staff and youths what needs to be done, how it should be done, and the consequences if it is not done.
Success Inhibitors
Funding restrictions/limitations As part of State government, DJJ must deal with the competing needs for funds across all agencies.
Lack of coordination and cooperation among agencies that participate in juvenile justice External agencies that work with DJJ are separately managed and controlled, which increases the complexity of providing comprehensive services to youths.
Availability of local service providers DJJ must provide a wide variety of services across the State. It is a challenge to find sufficient numbers of local service providers to

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Our Challenge
meet DJJ's service delivery needs. This challenge will continue to grow as DJJ continues to decentralize services to provide more locally-based and customized services.
Complicated legal environment DJJ operates in an environment where policymakers, law enforcement, and juvenile courts affect the nature of the services that are provided. These entities do not necessarily have the same approach to dealing with juvenile issues nor do they always coordinate their actions.
No uniform court system In most counties, DJJ through its court services program, provides intake, probation, counseling, case management, supervision, detention planning, and aftercare supervision. In those counties with independent courts, the county staff provide intake and probation or share services with DJJ. This difference can cause variations in service levels.
Ineffective human resource process - As a large government organization, we can sometimes find it difficult to compete with the private sector, change complex and outdated procedures, or develop meaningful career and educational opportunities. These challenges and limitations have had a serious impact on our ability to attract and retain qualified staff as reflected in a 29.5 percent turnover rate for the last fiscal year. The most significant turnover occurred in the job areas of nursing and juvenile correctional officers.

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Our Plan

The Department of Juvenile Justice's strategic objectives support the mission, vision, and strategic goals of the Department through the enhancement of programs, services, facilities, and workforce. DJJ's strategic objectives include:
Revising the Detention Assessment Instrument and expanding its usage: During fiscal year 2004, DJJ will revise the Detention Assessment Instrument (DAI) based on an independent assessment of the tool's strengths and weaknesses. In addition, DJJ is committed to expanding its usage to include many of the independent courts. Achieving this strategic objective will help ensure that youths are assessed, classified, and served according to individual risk and need.
Changing State policy regarding violent youthful offenders: DJJ will provide information to policymakers and stakeholders regarding the State's current policy regarding violent youthful offenders and present alternatives that can be developed into legislation. In pursing this objective, we can become a leader in the development of state policy toward youthful offenders.
Setting bed allocations by region: The Department will establish bed counts by region, which is the next critical milestone in transforming DJJ's delivery system from a centralized structure to a regionalized structure. Appropriate bed counts by region not only ensure that adequate resources are located in the communities we serve, but also make the most efficient use of our resources by reducing transportation and security costs.
Expanding revenue maximization program: During fiscal year 2004, DJJ will implement Title IV and targeted case management with independent courts and establish DJJ as a mental health rehabilitation provider: The first of these two initiatives broadens the reach of the existing revenue maximization program, while the second opens up a whole new area of reimbursement for the Department. By applying non-State resources to the delivery of juvenile justice services, we are fulfilling our responsibilities to be good stewards of public funds and to make the most efficient use of existing resources.
Re-engineering and automating the recruitment selection process: Through this strategic planning process, DJJ has identified four targeted positions--Juvenile Correctional Officers, Nurses, Juvenile Probation/Parole Specialists, and Social Service Provider. The purpose of this initiative is to shorten the time between identification of a need and its fulfillment through the hiring for all positions but especially for those targeted positions. Through re-engineering and automating the process, the cycle time can be reduced thereby, reducing the amount of time a position is vacant. This strategic objective supports our workforce strategic goal by helping us get the right human resources in the right slots quickly. This enables the employees to focus on their responsibilities and makes us more effective in carrying out our mission.
Implementing T1 connectivity in major metro Atlanta area facilities: The Department is making it a priority to continue the process of upgrading the telecommunications infrastructure that links DJJ facilities across the State. As a part of this effort, metro Atlanta area facilities will be provided with T1 connectivity that will greatly increase bandwidth and the speed of data transmission. Increased speed in data transmission means less time waiting and more time delivering services. By meeting this objective will help the we will make our workforce more productive.
Integrating PBS and JTS: By mapping the data in the Performance Based Standards to the data elements in the Juvenile Tracking system, the Department can eliminate redundant data

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Our Plan
entry. This will not only make DJJ staff more efficient, but will help provide information for making good program and service delivery decisions.
Automating the Service Plan: During the next fiscal year, DJJ will program and implement an automated services plan. Automating the services plan will enable case managers to carryout their responsibilities more efficiently thereby supporting the strategic goal of expending public funds effectively and efficiently.
These strategic objectives serve to keep us on track as we embark on another year of challenge and opportunity. With our dedicated staff, management team, and a plan, we are set to achieve our goals. See Exhibit 3 for an illustration of the linkage between our Strategic Goals and our Strategic Objectives.

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Appendices

Exhibit 3

Strategic Goals
DJJ will attract, develop, and value its workforce by creating a continuous learning environment in which employees are held accountable for results.

Strategic Objectives
Re-engineer & automate recruitment/selection process

Youth will be assessed, classified, and served according to individual risk and need.

Revise the Detention Assessment Instrument (DAI) Integrate the national Performance Based Standards (PBS) with the Juvenile Tracking System (JTS) Automate the Services Plan

DJJ will secure and expend public and private funds effectively and efficiently

Set Bed Allocations by Region Expand revenue maximization program Implement T1 connectivity for major metro facilities

DJJ will be a leader of the development of the State's policy towards youthful offenders

Recommend changes to the State's violent offender policy

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Appendix A Board of Juvenile Justice Appendix B Organizational Structure Appendix C Regional Structure

Appendices

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Department of Juvenile Justice Board
Department of Juvenile Justice Board
Violet Bennett John Daniel Shuman Major General Peter J. Boylan Lois Frank Mary Linda Duncan Mary E. Wilhite Daniel Augustus Menefee Tommy Lee Burgess, Jr. Edwin A. Risler, Ph.D. William Bryant McQueen
Judicial Advisory Committee
The Honorable Gregory A. Adams The Honorable Quintress J. Gilbert

Appendix A

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Organizational Structure

Appendix B

Board of Juvenile Justice

Commissioner

Office of Prof. Respon. and Accountability
Office of Special Projects

Office of Public Affairs

Division of Fin. Mgt. & Admin Support
Audits
Budget
Engineering
Financial Services
Tech & Info.
Federal Policy Contracts & Grants

Division of Human Resources
Personnel
EEO/Employment Relations

Division of Community Corrections
Region 1
Region 2
Region 3
Region 4
Region 5

Division of Facilities

Division of Program Services
Health Care
Behavioral Health
Educational Service

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Regional Structure

Appendix C

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