Criminal Justice Planning Agency Criminal Justice Statistical Analysis Center Office of the Governor Commonwealth of the Northern Mariana Islands

COMMONWEALTH OF THE NORTHERN MARIANA ISLANDS

Commonwealth of the Northern Mariana Islands

2009 Three Year State Plan Update

US Department of Justice, Office of Justice Programs, Office of Juvenile Justice and Delinquency Prevention 2009 Title II Formula Grant Application

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Attachment 1: Program Narrative Comprehensive 3 Year Plan Components for FY 2009-2011 Introduction (Program Administration) The Criminal Justice Planning Agency (CJPA) is the designated state agency in

the Commonwealth of the Northern Mariana Islands (CNMI) to administer the Juvenile

Justice and Delinquency Prevention (JJDP) Formula grant program. The 10%

administrative portion of the budget will be retained by the CJPA to help the office

defray costs associated with the planning and administration of the grant. The State

Advisory Group (SAG) 5% allocation will also be retained by the CJPA for the specific

use of the Youth Advisory Council (CNMI SAG). The remaining funds of this grant will

be allocated for direct youth delinquency programs, compliance monitoring, and juvenile

justice system improvement.

1. Structure and Function of Juvenile Justice System

(a) The Department of Public Safety (DPS). The Department of Public

Safety has 5 major divisions: (1) Police; (2) Fire; (3) Administration; (4) Criminal

Investigation Bureau (CIB); and (5) Bureau of Motor Vehicles (BMV). The Police

Division is further divided into 6 major units: (a) Patrol; (b) Traffic; (c) Logistics; (d)

Boating Safety; (e) Domestic/Juvenile Unit; and (f) Human Smuggling and Trafficking.

To address juvenile delinquency, the Department of Public Safety (DPS)

established a Juvenile Police Unit (JPU) in 1982 to process and investigate all Juveniles

who come in contact with the law. In 2008, the Patrol Commander was tasked with

collecting information on juveniles with criminal and status offenses for the JPU. This

allowed for all patrol officers responding to cases involving juveniles to record the proper

information and process the juveniles accordingly. The Juvenile Police Unit (JPU) is

directly under the supervision of the Criminal Investigation Bureau commander. The unit

on Saipan currently has one police detective assigned to handle all juvenile cases. One

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officer is assigned to each Juvenile Police Unit on Tinian and Rota as well. The JPU is

responsible for investigating all incident reports where minors are involved in both status

and criminal violations. All Juveniles are booked and processed in the JPU office before

being released to the Division of Youth Services or to their parents.

(b) Division of Youth Services (DYS). The Division of Youth Services

(DYS) is a major division of the Department of Community and Cultural Affairs (DCCA)

and is headed by a director. The DYS is divided into 6 units: (1) Administration; (2)

Juvenile Probation Unit; (3) Juvenile Detention Unit; (4) Child Protection Unit; (5)

Emergency Foster Program; and (6) Family Services.

The Juvenile Probation Unit (JPU) is staffed with a supervisor and supported by

probation officers and social workers. The JPU is responsible for processing all CNMI

juvenile clients requiring the attention of the law. These Juveniles fall under the

jurisdiction of the Juvenile Probation Unit until they are remanded by the courts to

detention or placed on probation. Additionally, the JPU provides inter-island services

and monitors all juveniles on probation and those providing restitution.

The Juvenile Detention Unit (JDU) is tasked with administering and maintaining

the Juvenile Detention Facility on Saipan. The JDU is headed by a supervisor and

supported by a staff of juvenile correctional officers and social workers. The JDU is the

only Juvenile Detention and Correctional Facility for the CNMI, and it is completely

operated separately from the adult correctional facility under the Department of

Corrections. The JDU also provides rehabilitative services, education, and other services

when available. DYS is currently operating on a Consent Decree with the U.S. District

Court/U.S. Department of Justice to meet federal correctional standards within its facility.

Reports are submitted to the Office of the Attorney General and the US Department of

Justice.

(c) The Office of the Attorney General (OAG). The Office of the Attorney

General has five divisions: (1) Criminal Prosecution Division; (2) Civil Division; (3)

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Solicitors Division; (4) Intergovernmental/Covenant Division; and (5) Immigration

Division. The Criminal Prosecution Division is headed by a chief prosecutor and staffed

by six attorneys, one of whom is assigned to prosecute 100% of juvenile cases in the

CNMI. Recently, the OAG had just appointed a new Juvenile Prosecutor that is

supported by the Juvenile Accountability Block Grant and the Enforcing Underage

Drinking Laws programs.

(d) The Office of the Public Defender (PDO). The Office of the Public

Defender is tasked as the court appointed counsel for most juveniles who come in contact

with the law that require representation. The PDO has designated a specific Juvenile

Defender to handle 100% of juvenile cases referred to them by the court. This Juvenile

Defender is also supported by the Juvenile Accountability Block Grant and the Justice

Assistance Grant from the Bureau of Justice Administration.

(e) The CNMI Superior Court. The CNMI Superior Court has original

jurisdictions on all criminal and civil cases in the CNMI. The Superior Court is headed

by a Presiding Judge and staffed by four additional associate judges. The Presiding

Judge hears all Juvenile cases forwarded to court. The Family Court Division handles all

juvenile cases including pre-trial and other services. The CNMI Supreme Court: The

CNMI Supreme Court is the highest court in the CNMI. The Supreme Court is headed

by a Chief Justice and supported by two associate justices. All appealed cases from the

Superior Court are referred to the Supreme Court for a final decision. The Chief Justice

of the Supreme Court is an ex-officio member of the CNMI Council for the Improvement

of the Criminal Justice System. This council is also known as the CJPA Supervisory

Council established under Executive Order 16. The Supervisory Council is charged with

managing all CNMI grants received from the Department of Justice through CJPA.

Currently, the Chief Justice serves as the Chairman of the Supervisory Council.

(f) Department of Corrections (DOC): The Department of Corrections is

headed by a Corrections Commissioner and is divided into the following sections as part

of the Department’s facility; Central Male Detention Unit which houses pre-trial inmates

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and arrestees; Medium Security Housing Unit; Female Housing Management Unit;

Special Management Housing Unit, and a Minimum Security Housing Unit. A new 354

beds facility has been completed and has just recently become fully operational. The

Department of Correction is an adult only institution and no juveniles are permitted to

enter the facility.

(g) The Criminal Justice Planning Agency (CJPA). The CJPA is the State

Administering Agency for all Office of Juvenile Justice and Delinquency Prevention

(OJJDP) Programs. The CJPA staff provides support for the CNMI State Advisory

Group (SAG) also known as the CJPA Youth Advisory Council (YAC) and the Northern

Marianas Commonwealth Council for the Improvement of the Criminal Justice System

also known as the CJPA Supervisory Council. In conjunction with the Bureau of

Statistics (BJS), the CJPA also houses the Criminal Justice Statistical Analysis Center

(SAC). The main purpose of the SAC is to enhance the agency's capability to collect data

related and perform juvenile crime analysis based on information collected.

Presently, the CJPA also manages the following U.S. Department of Justice

Grants under the Office of Justice Programs (OJP): The Edward Byrne Memorial Justice

Assistance Grant (JAG) Program from the Bureau of Justice Assistance (BJA). CJPA

also manages the Victims of Crime Act (VOCA) Program under the Office of Victims of

Crime (OVC). Additionally, CJPA manages other programs such as the Residential

Substance Abuse Treatment Program (RSAT) grant, the National Criminal History

Improvement Program (NCHIP), and the Project Safe Neighborhoods program. The

STOP Violence Against Women Act (VAWA) Program under the Office of Violence

Against Women (OVW) is also under the administration of CJPA.

Under the OJJDP grant funded activities, the CJPA has dedicated three staff

members to manage the administration of the program. The staff includes a full-time

Federal Programs Coordinator who does the work of the Juvenile Justice Specialist and

Compliance Monitor. CJPA also has a full-time Accountant and the Executive Director

that work with the Juvenile Justice Specialist.

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2. Analysis of Juvenile Crime Problems and Juvenile Justice Needs (a) Analysis of Juvenile Crime Problems Listed below are the most recent statistical data gathered by CJPA over a three year period from Department of Public Safety Juvenile Arrests to Juvenile Probation, and ultimately to Juvenile Detention. Attached to this application is the source worksheet for all these data.

TOTAL  NUMB E R  OF  J UVE NIL E  AR R E S TS  B Y  OF F E NS E  F R OM 2004 TO  2006

10

12

18

19

20

21

25

39

40

51

61

61

0 10 20 30 40 50 60 70

P os s es s ion C ontrolled S ubs tance

As s ault w/ Dangerous  Weapon

No Drivers ' L icens e

Drive on R ight S ide of Highway

E xceeding Maximum S peed L imit

C riminal Mis chief

Theft

Driving  Under  Influence

R eckles s  Driving

As s ault and Battery

Minor C onsuming  Alcohol

Dis turbing  the P eace

(Source: Annual Submissions of Department of Public Safety Juvenile Arrest Data) Based on data from the Juvenile Police Unit, the largest numbers of arrests over the three years were mostly criminal mischief cases such as Disturbing the Peace equaled only by Minors Consuming Alcohol, which is a status offense. These are followed closely by more violent crimes such as Assault and Battery. After that, Traffic Crimes and Theft are the most prevalent crimes committed by Juveniles. For these reasons, the CNMI SAG must be mindful of these most predominant crimes committed by Juveniles. Disturbing the Peace crimes committed by Juveniles often comes from the lack of positive recreational activities that Juveniles have to spend their leisure time. This more than likely leads to Juveniles becoming disorderly and ultimately to Disturbing the Peace.

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Equal to Disturbing the Peace, most Juveniles arrested come into contact with the law for Minors Consuming Alcohol. This may also come from the lack positive activities for Juveniles and from the local cultural relations with alcohol consumption during social activities. The consumption of alcohol by minors can also be correlated with more violent crimes such as assault and battery and traffic crimes. Although Minor Consuming Alcohol is a status offense, the SAG does recognize that it can always lead to more serious crimes and it must be addressed. Since it is a status offense and detention is prohibited, the SAG is looking at supporting stricter penalties for status offenses as well as possible alternatives to detention. This is why the SAG plan to continue to strengthen support for delinquency prevention programs that have been in decline due to the decline in local funding support for such programs in recent years.

TOTAL  NUMB E R  OF  J UVE NIL E  PR OB AT IONE R S  ‐ B Y  YE AR  F R OM 2006 TO  2008

209

208 208

207.4

207.6

207.8

208

208.2

208.4

208.6

208.8

209

209.2

2006 2007 2008

(Source: Annual Submissions of DYS – Juvenile Probation Data to CJPA) The data above shows Juvenile arrestees that have been referred to the Division of Youth Service’s Juvenile Probation Unit and placed under Juvenile Probation by the Courts. As the data shows, there was a minute decline in Juvenile Probationers from 2006, but there has been a relatively equal number of Juvenile Probationers over the three year span. Although the total number of Juvenile Probationers is not very significant as compared to other States, the SAG hopes that their funded programs and activities may be able to continue to reduce the number of Juvenile Probationers over time.

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123

101

84

5

1710

0

20

40

60

80

100

120

140

2006 2007 2008

Male

F emale

TOTAL  NUMBE R  OF  J UVE NIL E S  DE T AINE D  AT  T HE  K AGMAN  J UVE NIL E  DE T E NT ION  AND  C ORR E C T IONAL  FAC IL IT Y  ‐ B Y  GENDE R  FROM 2006 TO  2008

(Source: Annual Submissions of DYS – Juvenile Detention data to CJPA) The data above shows the number of Juveniles sent to detention over the past three years. This data indicates a steady decline in the number of Juveniles in detention during the last three years. Although we cannot be absolutely certain of why there has been a decline in Juvenile Detainees, we can relate the large number of status offenders not being included into the detention population. Hopefully the decline in Juvenile Detainees over the years can also be associated with the continued support of Juvenile Delinquency Prevention efforts as well.

Based on observation of data, reports, and evaluation of certain programs involved in addressing Juvenile Crime and Juvenile Justice Needs, many areas are found to be in need of improvement. The main revenue generating source, the Garment Industry, have left the CNMI. This has resulted in the loss of jobs and displaced workers. The prices of fuel, utilities, and food have soared and have raised the cost of living tremendously. As a result, the numbers of burglaries, thefts, and robberies have increased not just from mischief, but out of necessity.

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Furthermore, the decline in industry and revenue has also resulted in cutbacks and

austerity on spending. The numbers of delinquency prevention programs have also declined. This is due to programs not being able to continue because of lack of funds and because programs are no longer receiving the same generous support from the public or business community.

In government, the number of Police Officers dedicated to the Juvenile Police

Unit has decreased. The numbers of Juvenile Probation Officers have also been reduced while the numbers of clients have increased. The numbers of Juvenile Detention Officers and Correctional Programs have also been cut back.

Funding is crucial in order to run successful programs, and we must continue to

make due with what we have and adapt to find innovative ways to combat crime, provide better services, and continue to improve our juvenile justice system. With all these issues in mind, there is a tremendous need for the CNMI to maintain and fully utilize all its federal funds for its programs.

(b) List of Priority Juveniles Justice Needs/Problem Statements

One major priority is to introduce and pass the new CNMI Juvenile Justice Act. This legislation has been lacking and is much needed in the CNMI for a long time. This act will address all areas pertaining to juvenile justice. The Juvenile Justice Task Force funded under OJJDP was responsible for the development of the Act. This Act was introduced in October of 2008, as H.B. 16-178. It is now awaiting final comments and review by the Judiciary and Governmental Operations Committee of the CNMI House of Representative. We hope to have the bill signed into law in 2009.

Another priority is the improvement of individual agency data collection and case

management systems for optimum reporting. To avoid future reporting deficiencies, the CNMI hopes the new Criminal Justice Information System will provide easy access and accurate data collection and reporting once it is fully operational. As of January 2009, the CNMI Judiciary, the Department of Corrections, the Office of the Attorney General, and the Board of Parole have all completed their respective case management systems and have gone live. The Department of Public Safety and the Division of Youth Services

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hope to complete their portions soon before all agencies will be able to connect to the central data repository.

Lastly, the priority for the next year in this state plan is (1) to continue to maintain funding for current Juvenile delinquency prevention programs and (2) help to develop and attract new programs. Our overall goal is to continue to combat juvenile delinquency and improve our juvenile justice system in order to comply with all core requirements of the JJDP Act.

1. Analysis of the statistical data received from the Division of Youth Services and the Department of Public Safety indicate that status offenses are a large proportion of violations committed by CNMI Youth. Types of violations include possession of tobacco, minor consuming liquor, truancy and curfew violations. In the same analysis, Theft and Assault & Battery are also prevalent amongst the same group under the property and violent crimes category. While the CNMI continues to monitor the crime rate committed by those under the age of 18 years old, funding for prevention and intervention services continue to be reduced.

2. According to the 2008 Economic Indicator Report prepared by the CNMI

Department of Commerce, the CNMI experienced an estimated 25.3% decrees in its General Fund Revenue from $217.90 million in 2004 to $162.758 million in 2008. These reductions have had a negative impact on all government agencies to include social and mental health services for the youth and their families. The reduction in the number of programs as well as the retention of qualified staff has been dramatic. In addition, non government organizations are equally affected by the declining economy. Many programs have closed leaving the youth with no alternative positive activities. It is clear that continued federal funding is critical to sustain what little programs the CNMI has for the youth and their families.

3. One major setback that the CNMI is experiencing is that it has been found

non-compliant with all four core-requirements of the JJDP Act and as a result lost 80% of it Title II Formula Grant funds for FY2007. The Non-Compliance did not so much result from actual violations, but from reporting deficiencies. This is a major problem that is being addressed to improve the compliance monitoring of all facilities and sub-grantees as well as improve the case

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management and data collection, processing, and reporting system of these agencies. Much technical assistance and compliance funding will need to be focused on addressing these issues as soon as possible. Due to compliance efforts and reforms, the CNMI was found to be compliant with all four core requirements in 2008 and received 100% of its Title II Funding. However, further improvements and proper monitoring must be continued in order to maintain our compliant status.

4. CNMI statutes pertaining to Juvenile Justice are antiquated and are non-

comprehensive. They are in much need of being updated and improved. Thanks to the collaborative efforts of the Juvenile Justice Task Force and funding from OJJDP, the CNMI has completed a final draft of a new Juvenile Justice Act. This act was drafted after long debates from all agencies involved in juvenile justice. It will bring the CNMI into compliance and ensure compliance with all requirements of the Federal JJDP Act. The act has been introduced in the CNMI Legislature as House Bill 16-178. The SAG and the CJPA will continue efforts in support of its passage and hope it may be signed into law in 2009.

5. Lastly, while a Territory of the United States, the geographic location of the

CNMI is a challenge in itself. Getting qualified professionals in the field to conduct trainings can be very expensive considering the travel cost and time from the U.S. Mainland. This impedes the ability of the CNMI government to implement a progressive training system for specialize occupation in the Juvenile Justice field so that they can be up to par with the current and emerging social and mental health issues facing the youth today. Commitment to face the challenges ahead is evident, however, the resources to address them is scarce.

3. Plan for Compliance with the First Three Core Requirements of OJJDP Act and the State’s Compliance Monitoring Plan

A. Plan for the Deinstitutionalization of Status Offenders Based upon our most recent monitoring report, the CNMI was found to be in full

compliance with the JJDP DSO requirement. While not yet part of formal CNMI statute, the policy of deinstitutionalization has been implemented at every level of the CNMI

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justice system through administrative policy and procedure. Therefore, assurance is provided that the CNMI will maintain compliance with this requirement. Should the situation change significantly and compliance is threatened, the CNMI will notify OJJDP through the annual compliance monitoring reports.

For some years now it has been the policy of the Department of Public Safety, the

Courts and other related service agencies to direct status offenders and non-offenders away from the justice system. This is supported by previous years' monitoring and annual reports to the Administrator of OJJDP, as required by the Act. While no legislative authority yet exists, the CJPA is carefully monitoring and will insure compliance, as has been the practice in the past.

Currently CJPA operates on a Memorandum of Understanding amongst these

agencies in order for them to allow CJPA monitoring authority through their grant award conditions. The CJPA is seeking to establish monitoring authority through the passage of the new CNMI Juvenile Justice Act or through an executive order from the Governor. B. Plan for Separation of Juvenile from Adult Offenders

Based upon our most recent monitoring report, the CNMI was found in compliance with this core requirement as well. The policy of separation is part of the CNMI statute and has also been instilled at every level of the CNMI justice system through administrative policy and its criminal code. The new Kagman Juvenile Detention and Correctional Facility provides for a juvenile only secure facility for juvenile delinquent offenders. For some years now it has also been the policy of the Department of Public Safety (DPS) to separate juveniles from adult detainees. This policy is further strengthened by the 1995 Memorandum of Understanding (MOU) between DPS and the Division of Youth Services (DYS) regarding the immediate transfer to DYS juvenile detention facility of all juveniles apprehended by the police. Currently, the DPS first responders and juvenile officers process juvenile arrestees at an office space before turning them over to the jurisdiction of the DYS probation officers. The DPS is working on a completely separate operating office for juveniles away from all other police activities at the central station. Should the situation change significantly and compliance is threatened, violations will be noted in the CNMI’s annual monitoring report.

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C. Plan for Removal of Juveniles from Adult Jails and Lockups Pursuant to Section 223(a)(14) of the JJDP Act, DPS and DYS reached an

agreement and signed a MOU to adhere to the aforementioned section of the act. It was the intention of these two agencies, the Office of the Governor, Office of the Attorney General, and the Courts to continue to implement the separation and removal of all juvenile criminal offenders from the adult jails and lockups. Juvenile clients from Tinian and Rota who come in contact with the police are not to be detained in the police lockups. Special temporary processing areas at the Juvenile Police Unit on each island have been designated and also serve as a juvenile booking and processing area. Clients from these two islands who require secure detention are transported to the CNMI Juvenile Detention/Corrections facility in Saipan as soon as possible. Thus, no juveniles will be detained in any CNMI adult lockup, jail, or prison. Regular monitoring and onsite visits to the Department of Public Safety will also ensure that the agencies involved comply with the MOU. The CJPA has recently visited the facilities on the islands of Tinian and Rota. These facilities have been newly renovated and the Juvenile sections are now completely separate from the adult processing section. D. Plan for Compliance Monitoring for the First 3 Core Requirements of the

JJDP Act The Criminal Justice Planning Agency (CJPA) staff is in regular and frequent

contact with DPS and DYS. The CJPA staff continues to periodically review and inspect (DPS) adult detention and correctional facilities, logbooks, and incident reports, to insure that no minors are being or were detained in the adult lockups or jails. CJPA receives annual reports from the DOC along with a memorandum that assures no juveniles have been detained in their facility. Should there be any violation of local or federal requirements, they are promptly brought to the attention of the director of the agency involved and the Supervisory Council.

Aside from the onsite monitoring, the agencies involved also submit quarterly reports of juveniles detained, how long they were detained, and the case disposition. The CJPA conducts, a minimum of once a year, a 100% on-site data verification of all detention facilities where juvenile offenders can be detained. This is conducted as part of the CNMI's monitoring activities and in conjunction with its administrative responsibilities.

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The CNMI is also currently working on its Monitoring Universe and Manual. This manual will contain all policies, procedures, and all matters pertaining to Compliance Monitoring. The CNMI’s new Juvenile Justice (JJ) Specialist has been through the National Compliance Monitoring Training in 2007. He received training, resources, and necessary information regarding mandatory compliance monitoring. The CJPA has also received the sample information for developing a comprehensive Compliance Monitoring Manual. In 2008, the CNMI received a Technical Assistance visit and training from OJJDP representatives and helpful support and assistance was provided to both the State Advisory Group and the CJPA Staff in order to better comply with all necessary requirements. 1. Policy and Procedures CJPA has submitted an old copy of the CNMI’s Compliance Monitoring and

Policy and Procedures manual to the Office of Juvenile Justice and Delinquency

Prevention. This Manual is currently being updated because it is inadequate to be

utilized in current times. The Manual was deemed to be antiquated and obsolete,

therefore CJPA is dedicating time and efforts towards the revamping of the CNMI’s

manual to be more comprehensive and to comply with the current requirements that are

mandated from all the states by OJJDP. CJPA may also solicit the assistance of

professional services that may be able to help CJPA compile and develop their its new

Policy and Procedure manual.

2. Monitoring Authority Currently, the Criminal Justice Planning Agency lacks sufficient authority to

monitor, sanction, and request information from relevant government agencies. Although

CJPA is granted some authority by executive order, CJPA’s authority is limited to the

monitoring of current subrecipients of CJPA grant funds. Each subgrantee that receives

funds under CJPA is subject to comply with CJPA compliance monitoring visits and

requests for information. This limited authority may be sufficient for compliance

reporting requirements, however, it may be inadequate when agencies that are not

subrecipients of CJPA funds need to be monitored. Furthermore, CJPA does not have

any authority to sanction any other agency that may be found noncompliant with any of

the four core requirements.

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3. Monitoring Timeline The current monitoring time table for all agencies in the CNMI’s monitoring is

100% of all facilities at least once annually. The Juvenile Facility on Saipan is monitored

at least once quarterly, while the adult correctional facility may be monitored semi-

annually. Processing areas and adult lock-ups on the islands of Tinian and Rota are

monitored at least once annually, although data is requested and submitted quarterly to

CJPA. This timetable serves sufficient for Rota and Tinian because any long term

detainees are transported to the Saipan Facilities. Attached is a copy of the CNMI’s

Monitoring Universe and Timeline.

4. Violation Procedure As mentioned earlier, CJPA currently lacks sufficient authority to monitor and

sanction agencies or facilities found to be non compliant with any of the four core

requirements of the JJDP Act. CJPA’s authority to sanction agencies for violations is

limited to a maximum of withholding further expenditures of funds subgranted to a

particular agency. Fortunately, this has been sufficient enough to require subgrantees to

comply with the core requirements. Additionally, subgrantees and facilities are aware

and agree that the core requirements do serve a purpose to benefit Juveniles and keep

them safe when they come in contact with the law. However, some sort of sanctioning

authority may be required if major violations are found because they will be reported to

the State Advisory Group and to OJJDP. For this reason, CJPA and the State Advisory

Group are seeking to include sanctioning authority into the new CNMI Juvenile Justice

Act or through an executive order.

5. Barriers ad Strategies

Barriers that the CNMI faces in implementing an adequate system of compliance

monitoring are all mentioned above. The first barrier is the need for an updated

Compliance Monitoring manual to follow policy and procedure that may be disseminated

to relevant agencies. The second barrier is the lack of sanctioning authority by the

monitoring agency to sanction agencies and or facilities found to be non compliant with

core requirements. These two barriers are coupled with the continued lack of resources,

funding, and manpower for the Juvenile Justice Specialist alone to overcome. Through

the assistance and support of the State Advisory Group, the Criminal Justice Planning

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Agency plans to dedicate as much resources and man power towards the efforts of

addressing these barriers through all three branches of government. Hopefully, this will

help the Criminal Justice Planning Agency to better monitor agencies and facilities on all

three islands.

6. Definition of Terms Fortunately, the CNMI uses all federal definitions for key terms regarding

compliance with all core requirements of the JJDP Act. These definitions are also

defined and listed in the new CNMI Juvenile Justice Act. Hopefully, with the passage of

this legislation, all key terms and definitions will become part of CNMI statute as well.

7. Identification of the Monitoring Universe

The CNMI identifies facilities in its monitoring universe through the sharing of

information by all relevant agencies through the Criminal Justice Planning Agency.

Currently the CNMI has very few facilities that may hold juveniles pursuant to public

authority where core requirement violations may occur. All facilities are already

included in the CJPA monitoring universe, and all current facilities are operated under the

state. There is only one Juvenile Detention and Correctional Facility and there is only

one Adult jail with one adult lock up on Tinian and on Rota. There are no other facilities

qualified to be under the CJPA’s monitoring universe in such a rural area. All agencies

involved in the Juvenile Justice System are aware that CJPA must be informed if there

are any other areas that may hold juveniles.

8. Classification of Monitoring Universe

As mentioned above, all facilities are currently operated by the state. This allows

the Criminal Justice Planning Agency to share relevant information with all agencies in

regards to the classification of facilities within the monitoring universe. The Criminal

Justice Planning Agency and the Juvenile Justice Specialist is responsible for all

classification and reporting requirements. There is only one residential Juvenile facility

in the CNMI and one residential adult facility. The adult lock ups on the Police Stations

in Tinian and Rota are both non residential short term facilities.

9. Inspection of Facilities

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The Criminal Justice Planning Agency is responsible for all inspections and

compliance monitoring visits of all facilities in the CNMI. The Juvenile Justice

Specialist also functions as the State’s Compliance monitor and conducts regular on site

inspections of all facilities as designated on the monitoring timeline. All intake data and

reports are also requested by CJPA and submitted by the Juvenile and Adult facilities.

Any violations found are reported to OJJDP through the CNMI’s annual submission of its

compliance monitoring report.

10. Data Collection and Verification Data collection and verification is also done by the Criminal Justice Planning

Agency for all facilities. Currently, CJPA relies heavily on self reported data from all

facilities. However, CJPA has developed and disseminated more comprehensive data

collection forms to all facilities through the help of OJJDP. This has allowed for more

accurate and convenient data collection and reporting on all facilities in the monitoring

universe.

4. Plan for Compliance with the Disproportionate Minority Contact (DMC)

Core Requirement

Because of the CNMI’s geographical location and the uniqueness of its

population, a couple key distinctions need to be presented as to which ethnic groups are

the majority and which ethnic groups are the minority. First, the indigenous people of

the CNMI are the Chamorros and Carolinians, who are considered minorities. Second,

many neighboring Micronesian Islanders have migrated to the CNMI over the years.

This steady migration is mainly due to the CNMI’s history and strong cultural ties with

neighboring Micronesian islands. Thus, the CNMI’s majority population consists of the

Chamorros, Carolinians, and other Micronesian Islanders. Other ethnic groups in the

CNMI are comprised mainly of tourists and non-resident workers who come in from

different countries to work on a contractual basis. For these reasons, the CNMI was often

mistakenly found to be non-compliant with the DMC core-requirement. However,

through the work of the Criminal Justice Planning Agency in collaboration with the State

Relations and Assistance Division of OJJDP, the CNMI was found to be compliant with

this core requirement.

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Phase I: Identification During the OJJDP Training and Conference in Denver Colorado in October of

2007, the Criminal Justice Planning Agency met with representatives from OJJDP and DMC to discuss the unique circumstances of the CNMI’s DMC situation. During this meeting, the Criminal Justice Planning Agency discussed the difficulties that the CNMI faces in addressing DMC issues as compared to any other State. At the onset, the CNMI was seeking a possible waiver from this core requirement such as the case of Puerto Rico because of our unique demographic. With this in consideration, a full waiver from this core requirement may not be possible however; the CNMI was granted a waiver from reporting relative rate spreadsheets through the web based DMC Data Collection system because of its miniscule Juvenile population in detention. Additionally, the CNMI was still required to collect DMC data in order to track any changes over time provided that the data collection be reclassified to accommodate the specific ethnic groups present in the CNMI.

Through the assistance of the OJJDP-SRAD office, a new data collection form was disseminated through all collection points throughout the CNMI that are involved in the Juvenile Justice System. These new forms now allow for easier and more accurate DMC data collection for reporting purposes. The Criminal Justice Planning Agency is now able to collect Juvenile data according to the breakdown of the specific ethnic groups present in the CNMI. Since Micronesians and Asians make up a significant portion of the CNMI population also, they are now reclassified further to reflect their specific places of origin.

1.Updated DMC Worksheets

The chart bellow shows the different ethnic backgrounds of Juveniles Detained at the Juvenile Detention and Correctional Facility from 2005 – 2007.

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PERCENTAGE OF JUVENILES DETAINED AT THE KAGMAN JUVENILE DETENTION AND CORRECTION

FACILITY - BY ETHNICITY FROM 2005 TO 2007

8%

54%

15%

7%

9%

4%

0%

0%

1%1%

0%

0%1%

Cambodian

Carolinian

Caucasian

Chamorro

Chuukese

Filipino

Japanese

Korean

Pakistani

Palauan

Pohnpeian

Thai

Yapese

(Source: Annual Submission of DYS – Juvenile Detention data to CJPA)

2. DMC Data Discussion

As the data shows above, the Criminal Justice Planning Agency is now able to

track DMC changes over time for better reporting purposes. The data indicates that the

majority population in the CNMI, which are the Chamorros and Carolinians make up the

majority population in Juvenile Detention. However, the Micronesian population in the

CNMI, mainly the Chuukese population, has also been increasingly present in Juvenile

detention data in recent years. This data has allowed CJPA to be able to compare

Juvenile data from a particular minority group with other ethnic minorities in the CNMI,

and the Criminal Justice Planning Agency and the State Advisory Group are aware of

these changes in trends.

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Phase II: Assessment and Diagnosis Because of certain socioeconomic factors and the Compact of Free Association agreement, Micronesian communities from the Federated States of Micronesia often move to the Marianas in search of higher standards of living for their families. This influx of Micronesian populations has had a tremendous effect on the CNMI’s demographics. The Criminal Justice Planning Agency is responsible for the monitoring and data collection of Juveniles who come in contact with the law. This is done through a collaborative relationship with the Department of Public Safety, the Department of Corrections, and the Courts, and the Division of Youth Services. The Criminal Justice Planning Agency collects data from these agencies quarterly and reports them to OJJDP annually. The Juvenile Justice Specialis/Compliance Monitor is tasked to work with the Statistical Analysis Center office to review and analyze these data for proper assessment and diagnosis. At this time, data shows that no particular minorities are disproportionately confined; however the potential for problems with a specific minority coming in contact with the law more than another minority must be kept in check. Phase III: Intervention

1) Progress made in FY 2008 (a) Implemented Activities:

The Criminal Justice Planning Agency along with the State Advisory Group do keep close track of all Juvenile data and monitor any changes in trends. This helps them to formulate plans and strategies in addressing Juvenile Delinquency prevention program implementation outlined in State Plan submissions. In 2008, the SAG has been focusing funding on areas catering to local Chamorro and Carolinian youths. With the changing trends in population, the SAG plan to continue to fund local programs while being mindful of programs that cater to Micronesian youths who have moved into the CNMI. Hopefully, this may help to attract newer programs to be implemented that cater specifically to other Micronesian Youths.

Furthermore, in 2008 the Criminal Justice Planning Agency was able to successfully disseminate and implement the new data collection forms throughout relevant agencies in the CNMI Juvenile Justice System. This was with the help of the Technical Assistance provided by OJJDP at the request of the CNMI. Currently, the CJPA still counts heavily on reporting from the Juvenile Detention Facility, the Juvenile

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Probation Unit, the Family Court Division, and the Juvenile Police Unit for data. This data is used for the analysis of juvenile crime. Unfortunately, not very much data is gathered from the Department of Corrections regarding juvenile intake. This is because the Department of Correction is a separate department dealing only with adult inmates.

Additionally, in 2008 the State Advisory Group received training from OJJDP that provided them with information on their purpose and responsibilities. This helped to help them become aware of their roles and the purposes of Title II Formula grant funds. CJPA also continued to regularly monitor the facilities and their data collection and reporting system to ensure compliance. Funding was also given to programs that needed assistance to adhere to the additional requirements. In 2007, the CNMI was found non-compliant and lost 80% of its funding. As a result of compliance efforts, the CNMI was given its 100% full funding for compliance with all four core-requirements in 2008. The Criminal Justice Planning Agency and the State Advisory Group want to ensure that compliance is maintained and that all relevant agencies and programs receive the proper assistance they need.

(b) Not Implemented Activities: None

2. DMC Reduction Plan for FY 2009 – 2011 (a) Specific DMC Reduction Activities

The CNMI SAG has made plans in 2009 - 2011 to continue to reach out into the local

community to provide youth forums to discuss the current state of the CNMI Juvenile

Justice System. DMC awareness must be expanded to educate juvenile service providers

regarding this issue. Much of the community is still not aware of the status of Juveniles

and crime in the CNMI. The SAG wishes to inform the public and gather concerns from

the community on addressing Juvenile issues such crime rates and the DMC. After

receiving their training in 2008, the SAG can now be able to come up with innovative

strategies to properly address compliance with the core requirements, DMC, and Juvenile

Justice System improvement.

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For 2009 - 2011, the SAG plan to continue funding Delinquency Prevention

programs and awareness campaigns for Juvenile Justice System improvement as well as

DMC monitoring and reduction. Delinquency Programs are to be funded throughout the

CNMI with the special consideration of programs based in and targeted at the

Micronesian communities as well. Juvenile Justice System improvement activities will

also be funded through the further enhancement of data collection and case management

systems within relevant agencies. This will enable the CNMI to have a stable

infrastructure for better information sharing and more comprehensive reporting.

(b) Specify Timeline and funding amount for 2009-2011 For 2009 - 2010, the SAG plan to continue funding for Juvenile Justice System

Improvement through funding from the Title II Formula Grant along with the Juvenile

Accountability Block Grant which is awarded to all agencies involved in the CNMI Juvenile

Justice System. This amounts to about $50,000 annually.

For 2010, the SAG plan to continue their awareness campaigns by sponsoring youth

summits and conferences that promote delinquency prevention in the CNMI. Together with

the continued funding for various delinquency prevention programs, the SAG hope that this

will help to strengthen their efforts to have the most impact on the community. These funds

will be mostly from Title II and Title V grant funds amounting to about $50,000 annually.

For 2010 – 2011 the SAG plan to continue their delinquency prevention programs while

maintaining compliance and monitoring efforts. The SAG hope this will help to maintain the

compliant status of the CNMI while addressing issues that may affect compliance at the same

time. The majority of these funds will come from Title II Formula Grant funds amounting to

about $40,000 annually for the JJ Specialist also conducting the work of a Compliance

Monitor.

(c) Include planned Formula Grant supported activities selected to document

outcomes

The planned formula grant activity selected to document outcomes of these activities fall

under the Compliance Monitoring portion of the funds, which is set for supporting the JJ

Specialist in conducting compliance monitoring efforts. This includes on-site inspections

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and site visits as well as providing technical assistance for data collection and reporting

requirements. This amounts to about $40,000 annually from Title II Formula funds.

Phase IV: Evaluation Not Applicable Phase V: Monitoring 1. CJPA collects and analyzes data reported from all facilities in the CNMI to

monitor and track DMC trends over time. Annual data is collected and complied

in the Statistical Analysis Center housed within the Criminal Justice Planning

Agency. This allows for the Juvenile Justice Specialist to review any changes in

DMC trends to include them in the annual submissions of State Plan updates.

2. The Criminal Justice Planning Agency will be responsible for monitoring these

activities. CJPA has a full time Juvenile Justice Specialist who is also the DMC

Coordinator that will work with its new Compliance Monitor to ensure

compliance with this core requirement.

3. CJPA monitors all 100% of its programs on site at least once annually during the

calendar year. However, quarterly progress reports are collected and monitoring

visits are conducted every quarter for programs following the fiscal year from

October 1 to September 30 every year.

5. Coordination of Child Abuse and Neglect and Delinquency Programs The Criminal Justice Planning Agency coordinates and collaborates all of its grants with other youth service providers. Under the Division of Youth Service (DYS) for example are the Juvenile Probation Unit (JPU), the Juvenile Detention (JDU), the Child Protective Unit (CPU), and other programs such at the Parenting program, volunteer program, and many other prevention programs. The DYS has been a recipient of JJDP grants for many years averaging about $50,000 per year depending on the availability of funding. Other recipients of the JJDP grants includes many nonprofit agencies that provide after school programs and counseling services to the youth such as Karidat Inc. which receives JJDP funding averaging over $30,000.00.

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6. Collecting and Sharing Juvenile Justice Information a. State Gathering and Sharing of Juvenile Justice Information

Currently the gathering of Juvenile Justice Information and other data across state

agencies is heavily reliant on individual agency reporting to CJPA. The Juvenile Justice

Task Force was created in agreement among all agencies involved with the Juvenile

Justice System to help with information sharing. The key members of this task force are

comprised of the CJPA, the Courts, the Attorney General, the Public Defender, Public

Safety, Corrections, and the Division of Youth Services. These partner agencies all share

justice information relevant to Juvenile Delinquency and Prevention.

Any information or data requested from a one agency is provided by the other

agency. This information may be disseminated through paper trail, electronically, or may

be even published via the internet. CJPA gathers information from the different agencies

and uses it for reporting purposes to DOJ. For our OJJDP Three Year State Plan, CJPA

requested data from all relevant agencies and submitted them to the State Advisory

Group to help them review and approve of the 2009 Title II Formula Grant application.

Such information included is the Juvenile Arrest data, Juvenile Probation figures, and

Juvenile Detention statistics for the past three years in the CNMI.

With the completion of the Juvenile Justice Information System and the new

CNMI Criminal Justice Information System network, CJPA hopes that the integration

and information sharing will be made much simpler and more accessible. This will help

to eliminate the heavy reliance on other Government Agencies and the use of paper trails

to track information. Each agency involved in the Criminal Justice System has already

established their case management system. Efforts will now focus on integrating each

agency with the main repository of the entire Criminal Justice Information System.

b. Barriers States encounter with the sharing of Juvenile Justice Information Currently the most challenging barrier encountered is continuing to rely on

delayed responses for requested information among agencies. CJPA does not have

sufficient authority to demand such information immediately. The CNMI is now

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working on a fully electronic centralized Criminal Justice Information System repository

that will network all Criminal Justice Agencies in the CNMI. Until this new system is

fully operational, we regret to expect more difficulties in obtaining required information

from different agencies and further delays in reporting. CJPA is continuing to seek the

assistance of the executive branch to enact an executive order or some policy or MOU

that give CJPA sufficient authority to request and gather information from other agencies.

With requesting data from other agencies, information may be shared as long as juvenile records remain anonymous and confidentiality is observed. CJPA does have some authority for requesting information over organizations that are sub-recipients of funds under CJPA. With this limited authority, CJPA has assisted relevant agencies in implementing new data collection and monitoring forms for faster and more reliable information gathering from the different agencies. CJPA will continue to improve upon these measures and ensure that information can be collected and reported accurately and expeditiously for accountability purposes. 7. Statement of the Problem/Program Narrative

1.) The Criminal Justice Planning Agency (CJPA) is the designated state agency to administer Juvenile Justice and Delinquency Prevention (JJDP) formula grant funds. It also provides staff support for the CNMI State Advisory Group known as the Youth Advisory Council and for the Northern Marianas Commonwealth Council for the Improvement of the Criminal Justice System also known as the CJPA Supervisory Council. The Administrative portion of the budget will be retained by CJPA for the preparation and development of the required state plan and for continued coordination and monitoring of the program. FY 2009 Formula grant allocation under the Juvenile Justice & Delinquency Prevention program allows up to 10% for administration of the program. A. Program Area Code and Title

23 Planning and Administration

B. Program Goals CJPA will budget the full 10% allowed for planning and administration of the grant activities. CJPA will utilize the funds for the support of the Juvenile Justice

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Specialist who also functions as the Compliance Monitor to help defray costs associated with the administering of the grant. C. Program Objectives The objective of funds for set aside for this purpose will be to maximize support and resources available to the Juvenile Justice Specialist in order to comply with all four core requirements of the JJDP Act. Funds will be utilized to purchase any needs of the Juvenile Justice Specialist such as resource materials as well as training and monitoring aids. Other office and operational expenses will also be budgeted under this program. D. Activities In support of the requests for the CJPA to use the maximum amount authorized by the Act, the CJPA will be responsible for the development of the CNMI's Juvenile Justice & Delinquency Prevention multi-year state plans and annual updates. The CJPA will retain the financial and program monitoring activities and will be responsible for the individual project and annual performance and monitoring reports and all other documentation requested by the grantor agency. Funds under this program will be used for training, monitoring, communications, and other daily operational costs incurred by the office. E. Performance Measure Performance measures under this program will include number of youths served and amount of funds dedicated to the program. F. Budget Program Category Fiscal Year 2009 Fiscal Year 2010 Fiscal Year 2011 Planning & Administration $10,000.00 $10,000.00 $10,000.00 Total Formula $100,000.00 $100,000.00 $100,000.00 Percentage of Total Formula Funds 10% 10% 10% 2.) The next program will set aside the full 5% of Formula funds allowed for the use of the State Advisory Group. The CNMI SAG or Youth Advisory Council is comprised of 15 members appointed by the Governor according to CJPA recommendations that follow the requirements set forth in the JJDP Act. The CNMI’s new SAG is a very active

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group that has plans and activities that they want to accomplish within the next several years of funding. A. Program Area Code and Title

31 State Advisory Group allocation

B. Program Goals The goal for funds under this program is to provide support to the State Advisory Group and their activities. These funds are needed to support the State Advisory Group in their efforts to defray costs associated with their activities.

C. Program Objectives

The objective of this program is to enable the State Advisory Group to accomplish their goals and fully utilize their funds for their planned activities. These funds will help improve the SAG’s information sharing and collaborative coordination efforts.

D. Activities The activities planned for funds under this program included more meetings with the council along with the members of the Juvenile Justice Task Force. These funds are used to defray inter-island travel costs for Rota and Tinian representatives as well as meeting venue costs. Having more council meetings throughout the year was recommended by OJJDP so that the council may be able to share more information and be consistent with their goals and objectives.

E. Performance Measure Performance Measures under this program will include the amount of funds awarded to different programs as well as how many meetings the council held throughout the year.

F. Budget Program Category Fiscal Year 2009 Fiscal Year 2010 Fiscal Year 2011 State Advisory Group $5,000.00 $5,000.00 $5,000.00 Total Formula $100,000.00 $100,000.00 $100,000.00 Percentage of Total Formula Funds 5% 5% 5%

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3.) Compliance Monitoring is one the most important purpose areas that the CNMI needs to implement. Compliance Monitoring in the CNMI is done by the Juvenile Justice Specialist and all data collected and reports are compiled by CJPA and submitted to OJJDP annually. In FY 2007, the CNMI was found non-compliant with the core requirements of the JJDP Act because of reporting deficiencies. A direct result of this is the loss of 80% of funding for FY 07. As a result of the loss in funding and the removal of the insular areas grant, the CNMI aims to fully utilize these funds to support the Juvenile Justice Specialist/Compliance Monitor. A. Program Area Code and Title

6 Compliance Monitoring

B. Program Goals Funds under this program will be utilized for the full support of the Juvenile Justice Speicalist in managing the grant funds and in conducting Compliance Monitoring activities. C. Program Objectives The objective for funds under this program is to ensure compliance with the core requirements of the JJDP Act. CJPA will also utilize these funds to provide technical assistance and support to critical juvenile justice frontline agencies and other youth-service agencies by supporting to maintain compliance. Lastly, these funds will help to ensure that Juvenile Justice Specialist/Compliance Monitor is updated on all mandates by participating in OJJDP-sponsored compliance monitoring training. D. Activities Activities planned under this program includes the continuation of regular compliance monitoring visits to facilities identified in the CNMI’s Compliance Monitoring Universe as well as to continue to provide Technical Assistance and Support to facilities and other relevant agencies. CJPA will also utilize these funds for continued personnel training of the Juvenile Justice Specialist in order to conduct the work of a compliance monitor. Portions of these funds may also be utilized for inter-island compliance monitoring activities and towards addressing some of the needs of establishing an adequate system of compliance monitoring for the CNMI.

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E. Performance Measure Funds allocated to adhere to Section 223(a) (14) of the JJDP Act of 2002. Number/Percentage of program staff trained. Number of facilities receiving Technical Assistance. F. Budget Program Category Fiscal Year 2009 Fiscal Year 2010 Fiscal Year 2011 Compliance Monitoring $40,000.00 $40,000.00 $40,000.00 Total Formula $100,000.00 $100,000.00 $100,000.00 Percentage of Total Formula Funds 40% 40% 40% 4.) The last purpose area for under these funds will be the largest portion budgeted for delinquency prevention programs. This purpose is the main focus that is most needed for the CNMI as designated by the State Advisory Group. Delinquency Prevention programs are in great need in the CNMI due to lack of community support for such programs under poor socioeconomic times and austerity measures.

A. Program Area Code and Title

9 Delinquency Prevention

B. Program Goals The goal for funds under this program is to reduce Juvenile Delinquency through the supporting of Delinquency Prevention programs throughout the CNMI.

C. Program Objectives The objective for this program is to provide funding for needed delinquency prevention programs that will have the most impact on the community.

D. Activities Activities under this program will be to award funding to deserving programs, provide them with Technical Assistance and support and then continue to monitor and report on their success. CJPA will place Request for Proposals for the availability of funds, and the SAG will meet with all applicants and award funds to effective programs.

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E. Performance Measure Percentage of Youths who complete program requirements Percentage of youths who offend or re-offend. Percentage of youths who exhibit desired change in targeted behaviors.

F. Budget Program Category Fiscal Year 2009 Fiscal Year 2010 Fiscal Year 2011 Delinquency Prevention $45,000.00 $45,000.00 $45,000.00 Total Formula $100,000.00 $100,000.00 $100,000.00 Percentage of Total Formula Funds 45% 45% 45% SMART The Criminal Justice Planning Agency has queried the SMART system and has

registered the CNMI as part of the system. However, currently the CNMI has no

reference in the new SMART system. Perhaps in the near future, the CNMI may be

included into the system. CJPA is still working with OJP to include the CNMI into the

SMART system for future reference.

8. Sub-grant Award Assurances Sub-award selection: The CNMI assures that funds awarded to sub-grantees are those

that merit funding and those that provide the most effective services to the youths. After

the RFP is announced in the media, each eligible applicant is given thirty days (30) to

submit an application. The CJPA staff review the application and prepares a package for

the SAG’s reviews. The application is then forwarded to the SAG a week before the SAG

meeting. At the meeting the applicants are go before the SAG to present their program.

After all the applicants are done with their presentation the SAG then awards programs

that they believe can best serve the youths in the community.

All returning applications must also submit a progress report along with their application

showing how they have met their original goals and objectives. Based on their report, the

SAG may or may not continue awarding the program based on there progress reports.

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9. SAG Membership:

F/T Youth Date of Name Represents Gov’t Member Appointment Residence 1 Edward Manibusan B Nov. 21, 2006 P.O. Box 7934 SVRB

Chair Saipan, MP 96950

2 Patrick V. Diaz B X Nov. 21, 2006 P.O. Box 500307 Vice Chair Saipan, MP 96950

3 Vicky Jean Castro C/E X Dec. 5, 2007 P.O. Box 500341 Saipan, MP 96950

4 Yvonne Reyes C X Dec. 5, 2007 PO BOX 501370 Saipan, MP 96950

5 Johora Paeda C/E X Nov. 18, 2008 PO BOX 1069 Rota, MP 96952

6 Jack Crisostimo E May 27, 2008 PO BOX 5368 CHRB Saipan, MP 96950

7 Jose Limes E Nov. 21, 2006 P.O. Box 502611

Saipan, MP 96950

8 Vicente M. Taitano E Nov. 21, 2006 P.O. Box 500843 Saipan, MP 96950

9 Hon. Jude Hofschneider A X Dec. 5, 2007 PO BOX 500129 Saipan, MP 96950

10 Alana Leon Guerrero C/E X Nov. 18, 2008 P. O. Box 502437 Saipan, MP 96950 11 Thomas J. Camacho C/H X Nov. 21, 2006 Caller Box 10007 Saipan, MP 96950 12 Perry M. Iguel F X Nov. 21, 2006 P.O. Box 5235 Saipan, MP 96950 13 Elias Rangamar C X Nov. 21, 2006 P.O. Box 502476 Saipan, MP 96950 14 Jush Sanchez E X May 27, 2008 P.O. Box 4 Tinian, MP 96952

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15 Maxine Pangelinan C X X May 27, 2008 P.O. Box 500409 Saipan, MP 96950

10. Staff of the JJDP Formula Grants Program The state must include in the application:

• The organizational chart of the agency designated to implement the Formula Grants Program.

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• A list of the other programs that the designated agency or division administers. The Criminal Justice Planning Agency is the Designated State Agency that

administers all Department of Justice, Office of Justice Programs such as all

Office of Juvenile Justice and Delinquency Prevention grants along with grants

from the Bureau of Justice Assistance, Bureau of Justice Statistics, Office of

Victims of Crime, and the Office of Violence Against Women.

• The staffing and management plan for the state agency/division

implementing the Formula Grants Program, including names, titles of staff, funding sources (and state match), and percentage of time devoted to the JJDP program.

Criminal Justice Planning Agency 1. Executive Director: Jerome Ierome

The Executive Director of the Criminal Justice Planning Agency is locally funded

and is appointed by the Governor to administer the office in all its functions. The

Director divides his time amongst all the grants received from the US Department of

Justice.

2. Accountant: Hercia B. Alepuyo.

The Criminal Justice Planning Agency has one accountant that is locally funded

and is in charge of tracking all expenditures of the office. The accountant also manages

all Planning and Administration funds of all grants received from the US Department of

Justice. These funds are used to offset any office costs associated with the administration

of a grant.

• Descriptions of the duties for the juvenile justice specialist (at least one

full-time position is required) and other juvenile justice and delinquency prevention staff.

3. Juvenile Justice Specialist:

The JJ Specialist position has been filled by Mr. Vincent N. Camacho as the new

Juvenile Justice Specialist in the summer of 2006. The position is federally funded (by

this program) and devotes 100% of his time to managing the Formula, Supplemental,

34

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Title V programs and the Juvenile Accountability Block Grant (JABG). He also does the

work of the State’s Compliance Monitor and EUDL Coordinator. His main duties are:

(1) To develop data collection mechanisms within the various CNMI departments and

agencies particularly the criminal justice system dealing with juvenile justice. The

collection of the required data should allow sufficient analysis regarding the extent and

nature of the juvenile justice problems in the CNMI. Categories of data elements,

identified by the U.S. Department of Justice as necessary to support grant activities, shall

serve as the primary types of data to be collected and analyzed. The mechanisms

established should provide for the on-going availability to the CJPA of the needed data

for further analysis.

(2) To develop a detailed profile of juvenile justice needs in the CNMI, which can be used to

help target education, prevention, treatment, and rehabilitation programs. This may be

the result of data forthcoming from the activities listed in number one above.

(3) To provide technical assistance services (including consultation, professional services for

specific projects, and training) to designated line agencies and their staff regarding

collection and analysis of justice system data. Technical assistance services shall be

provided as assigned by the CJPA Executive Director.

(4) To assist in the preparation and development of the grant application for the Juvenile

Justice and Delinquency Prevention (JJDP), and other programs associated with JJDP,

monitoring and other necessary activities for compliance with the requirements of the

grantor agency.

(5) Acts as the State’s Compliance Monitor, DMC Coordinator and JABG Coordinator.

(6) To perform other related duties as assigned by the Executive Director.