Alaska Prisoner Reentry Task Force Five-Year Prisoner Reentry Strategic Plan (FY 2011 - FY 2016)
Alaska’s Five-Year Prisoner Reentry Strategic Plan, 2011-2016, (5-Year Plan) sets forth a plan for new and more effective strategies to reduce recidivism and make our communities safer. The first of its kind, this 5-Year Plan is the culmination of the work undertaken by the Alaska Prisoner Reentry Task Force, created by the Criminal Justice Work Group in February 2010 and endorsed by Governor Sean Parnell. It sets forth a seamless set of best practices aimed at reducing the number of adult offenders who return to custody, whether for a new crime or for a violation of probation or parole.
It was prompted in large measure by unsettling criminal justice data: 95 percent of prisoners are eventually released from prison in Alaska; more than 289 convicted felons were released into Alaska’s communities each month in 2009 and subsequently, two out of three prisoners returned to custody within three years of their release. Alaska’s recidivism rate is far too high, both in terms of the human and financial costs. It further reflects that Alaskans’ criminal justice dollars could be better spent.
Florida Criminal and Juvenile Justice Information Systems (CJJIS) Council Strategic Plan (FY 2009)
This Strategic Plan of the Criminal and Juvenile Justice Information Systems (CJJIS) Council identifies strategic issues, goals and strategies in building enterprise-wide access and sharing of critical justice and public safety information. The Council’s strategic priorities include the development of a policy and planning framework for systems integration, the development and expansion of technology infrastructure and standards for criminal justice information sharing, and enhancing the ability of justice practitioners to establish and verify positive identity, accurately determine a person’s legal status, building broad subscription/notification capabilities, federated identity and privilege management, and expanding federated query capabilities to enable timely access to complete information throughout the justice enterprise.
Illinois Integrated Justice Information System Strategic Direction for Enterprise Information Sharing (FY 2009 – FY 2012)
The Planning and Policy Committee has developed and clarified a Strategic direction that recognizes and benefits from the foundation laid by preceding plans, yet provides direction for future growth. As technology capabilities, organizational directive s, economic demands, and legislative mandates compel changes, our strategic direction must lead IIJI S and Illinois to meet these challenges and succeed. The proposed Strategic Direction captures and defines what a justice information system must embrace and take account of to address these challenges, by clearly outlining goals and defining the desired environment of the future.
Louisiana Commission on Law Enforcement and Administration of Criminal Justice Strategic Plan (FY 2011 - FY 2016)
The mission of the Louisiana Commission on Law Enforcement (LCLE) is to improve the operations of the criminal justice and juvenile justice system and promote public safety by providing progressive leadership and coordination within the criminal justice community. To this end, the agency provides a forum for all elements of the criminal justice system to come together in common cause and to develop multi-agency programs which serve the needs of a wide range of criminal justice organizations, support proven, critical, or innovative operational initiatives through the grant programs administered by the agency, promote the highest professional and ethical standards in law enforcement through high quality training programs, and to provide quality services to the criminal justice community and victims of crime within the framework of state and federal law and policy.
New York State Juvenile Re-entry Strategic Plan A Report from the New York State Juvenile Re-entry Task Force (FY 2012)
The New York State Division of Criminal Justice Services (DCJS) received a federally funded Second Chance Act grant to analyze the current state of juvenile re-entry from voluntary agency placement in the state and to develop a juvenile re-entry strategic plan for New York. This grant provided a unique opportunity to begin assessing the re-entry work being done with youth and families in the juvenile justice system, especially in light of the increasing use of private agency out-of-home placement for youth adjudicated as delinquent.
This Statewide Re-entry Plan describes the population served, current policies and barriers to effective re-entry, the reintegration continuum and principles of best practice, and provides recommendations for improving juvenile re-entry practices in New York. This Plan illustrates New York State‘s commitment to the stability and success of youth and families in the juvenile justice system.
Ohio Ex-Offender Reentry Coalition Five Year Strategic Plan (FY 2010 - 2014)
The Ohio Plan views reentry as a philosophy rather than a program. This plan calls for a broad systems approach to managing offenders returning to the community following a period of incarceration. Its recommendations are centered on reentry planning, treatment, family involvement, employment, discharge readiness, offender supervision, and community partnerships. Under the Ohio Plan the process of preparing for reentry beings immediately through a series of assessments upon admission, representing an ambitious holistic endeavor to create a seamless transition from prison to community.
Tennessee Office of Criminal Justice Programs Strategy for Victim Services (FY 2015)
Tennessee’s implementation of a comprehensive victim services program continues to evolve as needs change and new gaps in services are identified. With this Strategy, the State of Tennessee continues its commitment to make the best use of the State’s resources and lever age it with Federal and local resources to make available programs and services that assist victims of crime . OCJP’s strategic planning process implements the following model:
Identify Needs and Gaps in Services to Victims
Inventory Resources and Analyze Gaps
Establish Priority Issues (i.e., Set Strategic Directions)
Define Program Responses & Project Design Requirements
Manage Grants (Implement Programs)
Monitor Grants and Collect Project Outputs
Evaluate the Outcomes of the Programs
Texas Department of Criminal Justice - Agency Strategic Plan (FY 2013 - FY 2017)
The Texas Department of Criminal Justice (TDCJ) Strategic Plan discusses goals and strategies to be accomplished in the next five years beginning with Fiscal Year 2013. Agency division directors and other key staff members provided valuable input during the preparatory phase of this Plan. Appendix A briefly describes the agency's strategic planning process. Appendix D lists definitions of performance measures.
Virginia Department of Criminal Justice Services - Strategic Plan (FY 2012 - 2017)
The Department of Criminal Justice Services (DCJS) is charged with planning and carrying out programs and initiatives to improve the functioning and effectiveness of the criminal justice system as a whole (§9.1-102 of the Code of Virginia). The Department of Criminal Justice Services:
Conducts research and evaluation on criminal justice issues;
Develops short and long-term criminal justice plans;
Distributes federal and state funding to localities, state agencies and nonprofit organizations in the areas of law enforcement, prosecution, crime and delinquency prevention, juvenile justice, victims services, corrections and information systems;
Provides training, technical assistance and program development services to all segments of the criminal justice system;
Establishes and enforces minimum training standards for law enforcement, criminal justice and private security personnel; and
Licenses and regulates the private security industry in Virginia.