Fiscal Year 2009 2011 Strategic Plan Update Georgia Department of Juvenile Justice Updated Strategic Plan FY 2009 - 2011 Revision May 2009 Table of Contents Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Mission, Vision and Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Goals Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Employees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Partnerships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Planning Tools Linking to Georgia State Goals . . . . . . . . . . . . . . . . . . . . . 9 Strategy Leaders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Strategic Plan Map . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Strategic Planning Team . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Georgia Department of Juvenile Justice Page 1 of 13 Fiscal Year 2009 2011 Strategic Plan Update Executive Summary The Georgia Department of Juvenile Justice (DJJ) mission to hold youth accountable and establish them in their communities as law-abiding citizens is very ambitious. With detailed care and attention, the vast majority of youth who leave DJJ care go on to become law-abiding citizens. During the critical first year after release from DJJ supervision, ninety percent of DJJ youth are law abiding. This is a testament to each youth's effort towards self improvement and DJJ's commitment to the youth. But DJJ is not satisfied with these results and seeks to continually enhance its services, employees and partnerships to make Georgia a better place to live. This year DJJ updated its FY 2009 2011 Strategic Plan to realign the agency goals with its activities. During FY 2009, DJJ matured many of the conceptual strategies identified in last year's strategic plan into new tools and methodologies. Last year's process development strategies are this year's implementation strategies. In FY 2009, DJJ identified or developed tools to capture employee training history, improve youth and staff safety during crisis management, measure employee satisfaction, notify victims of juvenile releases, and connect youth needs to their service plans. This year DJJ will implement these tools to meet its three goals: Services: Provide a continuum of high quality services for youthful offenders Employees: Support Employees in achieving both individual and agency success Partnerships: Promote collaboration to maximize positive impact on youth and families This document will be a guide for achieving goals and working towards the department mission and vision. In the coming year, DJJ will continue to execute strategies and focus on its goals with the expectation that these efforts will make Georgia a safer and better managed state. Georgia Department of Juvenile Justice Page 2 of 13 Fiscal Year 2009 2011 Strategic Plan Update Our Mission To protect and serve the citizens of Georgia by holding youthful offenders accountable for their actions through the delivery of treatment services and sanctions in appropriate settings and by establishing youth in their communities as productive and law abiding citizens Our Vision Youth served by the Department of Juvenile Justice will be offered the opportunity to achieve their highest potential through proven, innovative and effective programs delivered in appropriate settings by a professional and caring staff, with a commitment to community partnerships and best practices in juvenile corrections Our Core Values Integrity We believe DJJ staff and youth are responsible for conducting themselves with integrity and fostering a just environment in which youth can experience honesty, trust and loyalty. Positive Change We believe every youth has the capacity to change and become a productive member of the community. DJJ helps youth achieve their highest potential and guides them towards a positive future. Balanced Approach We believe in promoting balanced and restorative justice by fostering community, victim and offender participation in repairing harm and the prevention of future harm. DJJ adopts a holistic approach of providing a continuum of services appropriate for diverse needs. Safety We believe in protecting the physical safety of the community, the youth under our supervision, and the DJJ staff. Customer Service We are committed to the highest levels of customer service to stakeholders. Each Other's Success Georgia Department of Juvenile Justice We believe that through positive reinforcement and teamwork we will encourage our colleagues to reach their highest potential. Page 3 of 13 Fiscal Year 2009 2011 Strategic Plan Update SERVICES: PROVIDE A CONTINUUM OF HIGH QUALITY SERVICES FOR YOUTHFUL OFFENDERS Objective 1: Right service, right place, right time: improve youth assessment and placement outcomes Initial health, education, placement and crimi- nogenic assessments completed per policy Youth with regular commitments begin at their first choice placement within 90 days Regular commitments begin at their 1st, 2nd or 3rd placement within 90 days 2007 baseline 88% 65% 79% 2009 2011 93% 96% 68% 71% 82% 85% Objective 2: Increase the average percentage of days operating within facility or service capacity RYDC days operating within rated capacity YDC days operating within rated capacity Court service office or multi-service center average caseload Community residential capacity meets a percentage of the demand for services 2007 baseline 70% 82% 40 2009 73% 85% 37 2011 79% 89% 35 53% 57% 61% Objective 3: Improve facility safety and security Self-harm incidents per 100 care days Youth on youth incidents per 100 care days (DJJ WIG) Youth on staff incidents per 100 care days OCI Audit (blended safety and security score) 2007 baseline 2009 .42 .40 .61 .61 2011 --- .15 .13 -- -- assess TBD Objective 4: Improve the progress of youth through provision of services while at a secure facility Mental Health Medical Exam Sexually Abusive Youth Substance Abuse Education Problem Severity Score Improvement Admission Annual Treatment Progress rated "good" or "excellent" Sobriety level 6-months post program Average Carnegie (academic) credits earned per semester Average reading grade level Average math grade level Diplomas achieved GEDs achieved 2007 baseline 7.8 92% 22% 64% 67% 1.6 4.0 4.2 19 77 2009 10% 94% 44% 67% 70% 1.8 4.5 4.9 20 81 2011 13% 96% 88% 70% 70% 2.0 4.7 5.1 22 86 Georgia Department of Juvenile Justice Page 4 of 13 Fiscal Year 2009 2011 Strategic Plan Update Objective 5: Increase the number of youth exhibiting indicators of being productive and law-abiding citizens by the time of DJJ case closure Percentage of youth employed at the point of case closure Percentage of youth in school at the point of case closure Percent of youth who do not reoffend while in our care. (DJJ WIG) 2007 baseline --84% 2009 2011 assess TBD assess TBD 85% 87% CRITICAL SUCCESS FACTORS Evidence-based practices A commitment to developing evidence-based practices in assessing, service planning and treating youth criminogenic needs improves the accuracy and efficiency of juvenile justice. System of last resort Despite constraints on the continuum of state and local services, DJJ must be used as last-resort provider of mental health and educational services. Physical and human resource constraints Maintaining adequate facility and staffing levels is necessary to meet the demands for secure confinement, supervision, and youth treatment. Safety Consistent and ongoing management of adequate safety and supervision is essential for employee retention, positive youth outcomes, and public safety. Service gaps The diversity of youth needs necessitates a wide spectrum of high quality services. STRATEGIES O1S1: GAIT 2010 Georgia technology infrastructure outsourcing will support tracking infrastructure to ensure service provision in a timely manner. O1S2: Enhanced Service Plan Pilot the Enhanced Service Plan designed to link youth risks and needs to evidenced-based service plan objectives. O2S3: Systems Master Planning Manage physical and service capacity through population forecasting, facility master planning and preparation for STP change impact. O3S4: Safe Crisis Management The prevention and escalation of incidents are dependent upon well trained staff with appropriate tools at their disposal. Development of a crisis management continuum will prevent and de-escalate facility violence. O3S5: Community Program audits Increase OCI audits of contracted community programs. O4S6: Covey Disciplines of Execution Use Covey disciplines to track progress on important agency measures. O5S7: Quality Assurance for the CRN Assess the fidelity of the Comprehensive Risk/Needs Assessment. O5S8: Graduated Sanctions Improve the quality of and maximize utilization of graduated sanctions for the community youth population. Georgia Department of Juvenile Justice Page 5 of 13 Fiscal Year 2009 2011 Strategic Plan Update EMPLOYEES: SUPPORT EMPLOYEES IN ACHIEVING BOTH INDIVIDUAL AND AGENCY SUCCESS Objective 1: Increase the percentage of employees who are satisfied or highly satisfied with their DJJ employment Employees satisfied with DJJ employment 2007 baseline 2009 2011 -- assess TBD Objective 2: Improve the timeliness of training for DJJ staff to comply with policy 2007 baseline BJCOT TBD In-service 97% Pre-service 96% Management/leadership -- 2009 100% 100% 100% assess 2011 100% 100% 100% TBD Objective 3: Reduce critical job turnover Juvenile Correction Officer 1 Food Service, hourly Personnel Technician Nurse Practitioner 2007 baseline 53% 70% 58% 46% 2009 48% 65% 38% 38% 2011 40% 60% 26% 30% CRITICAL SUCCESS FACTORS Market Competitive A commitment to career development and appropriate compensation enables DJJ to attract high quality staff. Job Clarity Job responsibilities need to be clearly defined and consistently managed. Policy Implementation Accountability for policy compliance insures consistency across the state in training staff, protecting staff and youth, and meeting the variety of DJJ responsibilities. Management Maintenance of agency leadership competencies requires consistent manager assessment and development. STRATEGIES O1S1: Employee Satisfaction Enhancement Implement an Employee Satisfaction Enhancement plan to include regular employee surveys for analysis and strategy development. O2S2: Training Resource Information System (TRIS) - Develop and implement a shared, automated training system for scheduling, rosters and collection of attendance data. O2S3: Director Level Training Develop and implement training curricula for director-level staff. O3S4: KRONOS and Policy Improvements Develop staffing policy and guidelines for scheduling and implement a time management tool. Georgia Department of Juvenile Justice Page 6 of 13 Fiscal Year 2009 2011 Strategic Plan Update PARTNERSHIPS: PROMOTE COLLABORATION TO MAXIMIZE POSITIVE IMPACT ON YOUTH AND FAMILIES Objective 1: Improve partnerships with juvenile courts to treat youth in appropriate settings DAI "low risk" youth detained in secure confinement 2007 baseline 52% 2009 47% 2011 42% Objective 2: Expand collaboration with victims and victim advocates to ensure appropriate support for victims of juvenile crime Victims notified of juvenile release from secure confinement Victim contacts Victim satisfaction survey results 2007 baseline -- --- 2009 2011 assess TBD assess TBD assess TBD Objective 3: Expand community partnerships to promote community safety, youth accountability and youth competency development Schools participating in School-Based Supervision Restorative group conferences 2007 baseline 104 -- 2009 2011 120 130 assess TBD CRITICAL SUCCESS FACTORS Detention Assessments Appropriate use of a detention assessment by juvenile courts and law enforcement ensures that low-risk youth are not unnecessarily detained in secure confinement. Detention Review Appropriate use of detention review teams and detention alternatives enables youth to be moved into appropriate and cheaper alternate placements. Information Sharing Efficient management requires full use of information shared by independent courts and law enforcement. State Resources DJJ partners with many other departments to promote safe communities and healthy youth. We share challenges, successes and state resources. School-Based Supervision The expansion of School-Based Supervision is dependent on schools' awareness of and interests in the program's benefits and on the availability of adequate case manager staffing levels. Public Education Georgia citizen support for youth rehabilitation underpins DJJ's pursuit of proven, innovative and effective programs for treating youthful offenders. STRATEGIES O1S1: Detention Alternatives Develop processes and resources to fully utilize detention alternatives. Georgia Department of Juvenile Justice Page 7 of 13 Fiscal Year 2009 2011 Strategic Plan Update O2S2: Policy, Legislation, and Education Participate in the Juvenile Justice Code Re-Write and other initiatives to build cooperation with juvenile justice partners and improve public policy. O2S3: Balanced and Restorative Justice Move DJJ toward full implementation of restorative practices for youth, victims and communities. O2S4: Victim Notification: Build processes to improve victim partnerships and implement the new Victim Notification Law. O3S5: Governor's Office for Children and Families - Develop a strategic relationship with the Governor's Office for Children and Families to further enhance Systems of Care. O3S6: Community Development Connect with community leaders around secure facilities to support DJJ's mission and grow resources. Georgia Department of Juvenile Justice Page 8 of 13 Fiscal Year 2009 2011 Strategic Plan Update Linking to Georgia State Goals Georgia State Goals Educated Improve student achievement Enhance the quality of the education workforce Improve workforce readiness skills Healthy Encourage healthy lifestyles through preventive care, disease management and early intervention Improve access to quality health care at an affordable cost Promote the most productive and independent lifestyle possible for Georgia's vulnerable citizens Efficiently and effectively deliver health care programs Safe Promote safe communities and stable families where children can thrive Provide a safe environment where Georgians live, work and play Provide a safe and secure state by effectively managing and rehabilitating offenders Promote homeland security and emergency preparedness for natural and man-made disasters or acts of terrorism Reduce loss of life and injury on Georgia's roads Growing Increase quality jobs and promote innovation and investment in Georgia Expand the economic impact of tourism and recreation throughout the state Improve mobility of people and goods within and through the state and metro Atlanta area Improve overall environmental quality and conservation practices Best Managed Employ an enterprise approach and best practices in Georgia's financial management Deliver state services faster, friendlier, and easier Strategically manage the state's infrastructure and be stewards of the state's assets Provide an attractive place to work and build a career in state government Improve decision makers access to quality enterprise data through integrated enterprise systems Department of Juvenile Justice Goals Services Employees Partnerships X X X X X X Georgia Department of Juvenile Justice Page 9 of 13 Fiscal Year 2009 2011 Strategic Plan Update Strategy Leaders Goal: Services Doug Engle - O1S1: GAIT 2010 Georgia technology infrastructure outsourcing. Doug Engle O1S2: Enhanced Service Plan Pilot the Enhanced Service Plan designed to link youth risks and needs to evidenced-based service plan objectives. Jeff Minor - O2S3: Systems Master Planning Manage physical and service capacity through population forecasting, facility master planning and preparation for STP change impact. Fabienne Tate - O3S4: Safe Crisis Management The prevention and escalation of incidents are dependent upon well trained staff with appropriate tools at their disposal. A safe crisis management continuum will prevent and de-escalate facility violence. Shirley Turner - O3S5: Community Program audits Increase OCI audits of contracted community programs. Doug Engle - O4S6: Covey Disciplines of Execution Use Covey disciplines to track progress on important agency measures. Diana Newell - O5S7: Quality Assurance for the CRN Assess the fidelity of the Comprehensive Risk/Needs Assessment. Diana Newell - O5S8: Graduated Sanctions Improve the quality of and maximize utilization of graduated sanctions for the community youth population. Goal: Employees Deborah Moore - O1S1: Employee Satisfaction Enhancement Implement an Employee Satisfaction Enhancement plan to include regular employee surveys for analysis and strategy development. Fabienne Tate - O2S2: Training Resource Information System (TRIS)- Develop and implement a shared, automated training system for scheduling, rosters and collection of attendance data. Fabienne Tate - O2S3: Director Level Training Develop and implement training curricula for directorlevel staff. Deborah Moore - O3S4: KRONOS and Policy Improvements Develop staffing policy and guidelines for scheduling and implement a time management tool. Goal: Partnerships Diana Newell - O1S1: Detention Alternatives Develop processes and resources to fully utilize detention alternatives. Spiro Amburn - O2S2: Policy, Legislation, and Education Participate in the Juvenile Justice Code ReWrite and other initiatives to build cooperation with juvenile justice partners and improve public policy. Georgia Department of Juvenile Justice Page 10 of 13 Fiscal Year 2009 2011 Strategic Plan Update Dee Bell - O2S3: Balanced and Restorative Justice Move DJJ toward full implementation of restorative practices for youth, victims and communities. Dee Bell - O2S4: Victim Notification: Build processes to improve victim partnerships and implement the new Victim Notification Law. Dee Bell - O3S5: Governor's Office for Children and Families - Develop a strategic relationship with the Governor's Office for Children and Families to further enhance Systems of Care. Gordon Fisher - O3S6: Community Development Connect with community leaders around secure facilities to support DJJ's mission and grow resources. Georgia Department of Juvenile Justice Page 11 of 13 Fiscal Year 2009 2011 Strategic Plan Update Visio n Youth served by the Department of Juvenile Justice will be offered the opportunity to achieve their highest potential through proven, innovative and effective programs delivered in appropriate settings by a professional and caring staff, with a commitment to community partnerships and best practices in juvenile corrections. To protect and serve the citizens of Georgia by holding youthful offenders accountable for their actions through the delivery of treatment services and sanctions in appropriate settings and by establishing youth in their communities as productive and law abiding citizens. Integrity Positive Change Balanced Approach Safety Customer Service Each Other's Success Values We believe DJJ staff and youth are responsible for conducting themselves with integrity and fostering a just environment in which youth can experience honesty, trust and loyalty. We believe every youth has the capacity to change and become a productive member of the community. DJJ helps youth achieve their highest potential and guides them towards a positive future. We believe in promoting balanced and restorative justice by fostering community, victim and offender participation in repairing harm and the prevention of future harm. DJJ adopts a holistic approach of providing a continuum of services appropriate for diverse needs. We believe in protecting the physical safety of the community, the youth under our supervision, and the DJJ staff. We are committed to the highest levels of customer service to stakeholders. We believe that through positive reinforcement and teamwork we will encourage our colleagues to reach their highest potential. Mission Goals Services Provide a continuum of high-quality services for youthful offenders Employees Support employees in achieving Partnerships Promote collaboration to maximize positive both individual and agency success impact on youth and families 1: Right service, right place, right time: improve youth assessment and placement outcomes 1: Increase the percentage of employees who 1: Improve partnerships with juvenile courts to treat youth in are satisfied or highly satisfied with their DJJ appropriate settings Objectives 2: Increase the average percentage of days operating within facility or service capacity employment 2: Expand collaboration with victims and victim advocates to 2: Improve the timeliness of training for DJJ ensure appropriate support for victims of juvenile crime 3: Improve facility safety and security staff to comply with policy 3: Expand community partnerships to promote community 4: Improve the progress of youth through provision of services at secure facilities 3: Reduce critical job turnover 5: Increase the number of youth exhibiting indicators of being productive and safety, youth accountability and youth competency development law-abiding citizens by the time of DJJ case closure Strategies O1S1: GAIT 2010 Georgia technology infrastructure outsourcing O1S1: Employee Satisfaction Enhancement O1S1: Detention Alternatives Develop processes and O1S2: Enhanced Service Plan Pilot the Enhanced Service Plan designed to link Implement an Employee Satisfaction resources to fully utilize detention alternatives. youth risks and needs to evidenced-based service plan objectives. Enhancement plan to include regular O2S2: Policy, Legislation, and Education Participate in the O2S3: Systems Master Planning Manage physical and service capacity through employee surveys for analysis and strategy Juvenile Justice Code Re-Write and other initiatives to build population forecasting, facility master planning and preparation for STP change development. cooperation with juvenile justice partners and improve impact. O2S2: Training Resource Information System public policy. O3S4: Safe Crisis Management The prevention and escalation of incidents are (TRIS)- Develop and implement a shared, dependent upon well trained staff with appropriate tools at their disposal. A automated training system for scheduling, safe crisis management continuum will prevent and de-escalate facility violence. rosters and collection of attendance data. O2S3: Balanced and Restorative Justice Move DJJ toward full implementation of restorative practices for youth, victims and communities. O3S5: Community Program audits Increase OCI audits of contracted O2S3: Director Level Training Develop and O2S4: Victim Notification - Build processes to improve victim community programs. implement training curricula for director-level partnerships and implement new Victim Notification Law. O4S6: Covey Disciplines of Execution Use Covey disciplines to track progress staff. O3S5: Governor's Office for Children and Families - Develop on important agency measures. O3S4: KRONOS and Policy Improvements a strategic relationship with the Governor's Office for O5S7: Quality Assurance for the CRN Assess the fidelity of the Comprehensive Develop staffing policy and guidelines for Children and Families to further enhance Systems of Care. Risk/Needs Assessment. scheduling and implement a time O3S6: Community Development Connect with community O5S8: Graduated Sanctions Improve the quality of and maximize utilization of management tool. leaders around secure facilities to support DJJ's mission and graduated sanctions for the community youth population. grow resources. Page 12 of 13 Georgia Department of Juvenile Justice Fiscal Year 2009 2011 Strategic Plan Update Strategic Planning Team Albert Murray, Commissioner Steve Herndon, Deputy Commissioner for the Division of Programs & Secure Campuses Amy Howell, Deputy Commissioner for the Division of Administrative Services Jeff Minor, Deputy Commissioner for the Division of Fiscal and Information Technology Services Rob Rosenbloom, Deputy Commissioner for the Division of Community Services & Intake Doug Engle, Chief Information Officer Sheila Hunter, Director of Planning, Research and Program Evaluation Georgia Department of Juvenile Justice Page 13 of 13