State of New Jersey GOVERNOR'S JUVENILE JUSTICE AND DELINQUENCY

Richard J. Codey PREVENTION COMMITTEE Howard L. Beyer Acting Governor PO BOX 107 Executive Director Trenton, New Jersey 08625-0107 Juvenile Justice Commission

Telephone (609) 341-5059 Telefax (609) 943-4617

Peter C. Harvey B. Thomas Leahy Attorney General Chairman JJDP Committee

TO: Youth Services Commission Administrators and Other Interested Youth Serving Organizations FROM: Kylthia Roberts, Administrative Analyst I

Office of Program Development and Prevention Services DATE: June 23, 2005 RE: Notice of Availability of JJDP Funds for Family Case Management Re-entry Services This notice is to announce the availability of up to $150,000 per site in FFY03 Formula Grant funds to provide twelve months of funding to establish neighborhood based pilot programs for youth returning home from Juvenile Justice Commission (JJC) institutions and programs. Please read this Notice carefully. The Governor’s Juvenile Justice and Delinquency Prevention Committee is seeking to establish pilot programs that will partner with families and the JJC’s Office of Juvenile Parole And Transitional Services (JPATS) and county Probation Offices to support the success of youth returning from JJC placement to New Jersey’s communities. We are looking to establish demonstration projects that can effectively deliver family case management and other family engagement and support techniques in community settings. Selected providers will receive support to identify and draw on existing community resources. It is expected that up to two grants will be funded. Applicants are not required to contribute matching funds, however any contribution will be considered a demonstration of commitment to the program. Eligible applicants include incorporated nonprofit organizations which meet the 501(c)3 standards of the Internal Revenue Service, for-profit organizations, local school districts, county and municipal units of government. Please be advised that State government agencies are not eligible to apply for these funds. Juvenile Justice and Delinquency Prevention (JJDP) Act funds are provided for a maximum of three years, with a step down in funding in the second year and a further reduction in funding in the third/final year. Second and third year continuation funding is based on availability of federal funds and the program’s ability to achieve stated goals/objectives, contractual obligations and ensure program quality. MANDATORY BIDDERS CONFERENCE

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In an effort to assist candidates in applying for these funds, a mandatory potential applicant conference will be held on Wednesday, July 27, 2005 at 9:45 am at the Ramada Inn and Conference Center in East Windsor, NJ. A representative from the lead agency must attend in order to be eligible to submit a proposal. Please register your participation by July 22, 2005 with Thurayya Peagler at 609-341-5349. (Directions are attached). APPLICATION REQUIREMENTS Administrative Requirements Applicants must meet the following administrative criteria to be eligible for these proposed funds: 1. Be a legally established nonprofit organization which meets the 501(c)3 standards of the

Internal Revenue Service, for-profit organizations, local school district, or unit of county or municipal government.

2. Have a New Jersey address and be able to conduct business from a facility located in New

Jersey. 3. Have no history of suspension, termination or debarment from contracting with State, Federal

or County government for deficiencies in performance of any award, and having all past issues resolved satisfactorily, as demonstrated by written documentation.

4. Comply with the terms and conditions of any current JJDP/JJC grant. 5. Have the capacity to uphold all administrative, operating and staffing standards outlined in its

agency’s policies and procedures. 6. Must attend the mandatory bidders conference. 7. Have a site visit conducted by JJDP staff before a grant is awarded. Instructions for Applicants and Deadline Dates Applications must be limited to 20 pages, (not including appendices), each page numbered, one and one-half spaced 12 point font, with a maximum of three pages for the Executive Summary. One original and five copies of the full application are to be submitted to the Office of Program Development and Prevention Services, by Wednesday, August 17, 2005, 5:00 p.m. Applications received after 5:00 p.m. will be administratively rejected by staff. Fax and e-mail copies will not be accepted. Additionally, those applications not containing all required sections or elements (see attached checklist) will not be considered for funding.

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Applications sent through the US postal service should be mailed to:

Kylthia Roberts, Administrative Analyst I Office of Program Development and Prevention Se rvices Juvenile Justice Commission P.O. Box 107, Trenton, NJ 08625 FedEX, UPS Overnight, Express Mail and hand deliveries should be sent to: Kylthia Roberts, Administrative Analyst I Office of Program Development and Prevention Services Juvenile Justice Commission 1001 Spruce Street, Suite 202 Ewing, NJ 08638 One copy of the proposal is to be submitted to the Youth Services Commission Administrator in each county in which services are to be provided. Restrictions on Uses of Grant Funds Grant funds cannot be used for the following costs or purposes: • Purchasing or acquiring land; • Construction or renovation costs; • Supplanting federal, state or local funds supporting existing programs and services; • Vehicle acquisition; • Bonuses, commissions, or honorariums; • Lobbying; and • Fund raising and grant writing. Reporting Requirements Applicants awarded funding under this notice must: • Keep available a copy of the official grant on file. • Submit satisfactory information for resolving any outstanding general and special conditions

included in the award package within 30 days after receipt of award letter. • Submit online quarterly fiscal and programmatic reports to the Office of Program Development and

Prevention Services through the Juvenile Automated Management System (JAMS). Fiscal reports are due 10 working days after the end of the quarter. Programmatic reports are to be submitted 30 days after the end of the quarter. A final fiscal report must be submitted upon liquidation of all grant funds and a final programmatic report summarizing the accomplishment of the grant year must be submitted 30 days after the completion of the grant period.

• Maintain participant records for the demonstration program in accordance with government

regulations and provide access to records to the independent evaluator and to Family Justice, Inc. or its research partners for evaluation purposes.

• Participate in an on-site visit monitoring during the project year to assess the implementation

process.

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For more information on the application process, or to obtain further information regarding the appropriate County Youth Services Commission Administrator, please contact Kylthia Roberts at 609-341-5081.

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TABLE OF CONTENTS TOPIC PAGE NUMBER OVERVIEW AND HISTORY Of JJDP Committee ………………………………………………………………………. 6 Resources and Information from OJJDP……………………………………………… 6 Culturally Competent and Appropriate Services…………………………………….. 6 THE PROBLEM A. Background…………………………………………………………………………… 7 B. Target Population……………………………………………………………………… 7 PURPOSE …………………………………………………………………………………… 9 PROPOSED INTERVENTION THE BODEGA MODEL ………………………………………………………………….10 PROPSAL FORMAT Executive Summary/Program Schematic………………………………………………12 Applicant Agency Capacity ……………………………………………………………… 12 Problem Statement …………………………………………………………………………12 Goal …………………………………………………………………………………………. 13 Objectives ………………………………………………………………………………… 13 Program Activities ………………………………………………………………………… 14 Personnel/Management ……………………………………………………………………16 Collaboration …………………………………………………………………………………16 Cultural/Ethnic Competency Analysis ……………………………………………… 16 Assumption of Cost …………………………………………………………………… ….17 Face Page……………………………………………………………………………………. 18 Budget/Detailed Budget Explanation …………………………………………… …….19 Checklist……………………………………………………………………………… …… 22 Application Time Line …………………………………………………………… ……… 23 OVERVIEW AND HISTORY

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New Jersey Governors’ Juvenile Justice and Delinquency Prevention Committee (JJDP Committee)

The New Jersey Governor’s Juvenile Justice and Delinquency Prevention Committee’s mission is to prevent and reduce delinquency by improving systems, mobilizing resources and engaging in advocacy to improve the lives of youth and families in the State. The “JJDP Committee” is the State Advisory Group under the Federal Juvenile Justice and Delinquency Prevention Act of 1974, as reauthorized in 2002. It funds state—and community-level innovative, evidence-based programs and systems reform and monitors compliance with Federal requirements for the treatment of juvenile offenders. The JJDP Committee is the citizens advisory group appointed by the Governor, as required by the JJDP Act, to advise the Governor and the Legislature—without lobbying—on juvenile justice issues. Resources and Information from the Office of Juvenile Justice and Delinquency Prevention (OJJDP) OJJDP is the entity within the federal Department of Justice that administers JJDP Act grant funds, including Formula, Challenge, Title V and JABG Funds. OJJDP also provides valuable information and resources for applicants, including: Juvenile Justice data and research findings: Available from the Juvenile Justice Clearinghouse at (800) 638-8736 or www.ojjdp.ncjrs.org/. Performance standards and evaluation information: Available from the Justice Research and Statistics Association (JRSA) at www.jrsa.org. Culturally Competent and Appropriate Services The JJDP Act requires states to address the overrepresentation of minority youth in the juvenile justice system. This is defined as the presence of minority youth in the juvenile justice system at higher rates than should be expected based on their presence in the general population. Both the Juvenile Justice Commission and the JJDP Committee are committed to addressing this problem by improving services to minority youth and females throughout the juvenile justice system. Therefore, the proposals that are sought should reflect both cultural competence and cultural appropriateness. In addition, the staff hired should include members of the primary populations to be served. Cultural Competence: Academic and interpersonal skills that allow individuals to increase their understanding and appreciation of cultural differences and similarities within, among and between groups. This requires a willingness and an ability to utilize community-based values, traditions and customs and to work with knowledgeable persons from the community in developing focused interventions, communications and supports. Cultural Appropriateness: Sensitivity to cultural differences and similarities and effectiveness in communicating within and across cultures. This also includes language differences, especially in working with families where adult members may not be bilingual. It is critical that staff hired to work with families, not only understand the language, but also the culture.

Gender Equity: Although females represent a smaller portion of the total population arrested, detained and confined due to criminal charges, their development and needs are different from boys. Therefore, their treatment must be different. The JJDP Committee has identified gender specific services for juvenile females as a priority for JJDP Act funds. Programs that propose to serve females must explain how the program will address the unique needs of the females as part of the components and philosophy of the proposed program.

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THE PROBLEM A. Background Social service systems and providers that work with at-risk and delinquent youth and their families have programmatic expectations in which the service recipients themselves have little input. Agency expectations sometimes reflect the efforts of a system to guide and correct clients with little regard to the realities of their lives. Many times families are involved with more than one service provider that might or might not communicate with each other. This often results in conflicting and unachievable expectations if the client is to satisfy each service provider. Additionally, child serving agencies are often focused on the needs of the child with limited interaction with the family and community to which the child belongs.

This initiative seeks to address these issues by including not only the youth, but the youth’s family as the experts in their own lives. By bringing all relevant and potential providers into the conversation with the family, goals can be set to address key needs and issues that the family agrees with, as they are part of the process. It also takes into account the strengths and resources that the client, family and community may bring to this effort. In the Spring of 2004, the JJDP Committee and the JJC contracted the services of Family Justice, Inc. of NYC to examine the JJC’s ability to engage the families of the youth that it works with. Family Justice was also asked to provide technical assistance to the JJC in the adaptation of the Bodega Model, a strengths-based, family support model to serve youth returning home from JJC placements. The model was developed and tested at Family Justice’s direct service arm, La Bodega de la Familia. La Bodega de la Familia has worked primarily with adult drug offenders returning to Manhattan’s Lower East Side and their families. It has demonstrated, based on research, that drawing on family strengths and expertise improves outcomes for justice involved individuals. It is an evidenced-based approach for involving families as a natural long-term resource in the support of parolees. Through this NOAF the JJDP Committee and the JJC are seeking providers to adapt the Bodega Model for use with youth and families in New Jersey communities. Additional information on Family Justice and the Bodega Model is available at www.familyjustice.org. B. Target Population The target population for this initiative is youth returning home from JJC placements and their families. The JJC is committed to taking a more holistic approach to rehabilitating youth. Recently the JJC has taken steps to shift the paradigm of the way that it interacts with youth and families.

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This NOAF seeks community-based providers to adapt the Bodega Model in servicing both youth returning home from JJC programs/placements and their families. The JJC provides services to both committed youth and probationers. All youth have been adjudicated delinquent. Committed youth are sentenced to a finite period of incarceration by a Family Court judge. The State Parole Board determines if and when a juvenile is to be released on parole prior to the expiration of his or her sentence. All commitments also include an additional period of post incarceration supervision, equal to one third of the sentence. Post incarceration begins at the end of the parole period or in cases where a juvenile is not paroled, upon discharge from a JJC facility at the termination of the sentence. Additionally, the JJC receives youth from the court on probation status that are referred for placement in JJC residential programs. Upon release, they are supervised by the County Probation Office. On occasion, committed youth may return home on “recall” status (recalled by the court to be returned home and placed back on probation). The JJC’s operates four secure institutions, the Life Skills and Leadership Academy, 15 residential programs and 6 day (non-residential) programs. It is expected that the successful applicant will work collaboratively with youth, families, community providers, the JJC’s Office of Juvenile Parole And Transition Services and the County Probation Office to support the success of youth in communities.

The numbers of youth leaving the JJC to go home to New Jersey’s communities have increased in recent years. Between the period of 2001 to 2003, the percent of committed youth released from the JJC increased 28% from 798 to 1103. During the same time frame, probationers released from JJC programs increased 9% from 539 to 594. In 2004 a total of 1,172 youth were held at JJC programs and facilities on committed status. By May 2005, 53% (626), had successfully completed parole in the community. However, 13% (170) had new charges and were either recommitted to the JJC on Violations of Parole (20) or were to complete their post incarceration period while in county jail on new charges (150). An additional 15% (179) completed their post incarceration period in JJC custody due to parole violations. Another 8% (97) were still in active parole status and 1% (6) were deceased. Eight (8) youth were on active parole status and being held in county jail while 2% (23) were missing and 3% (31) had been transferred to the adult system on new offenses. It is expected that increased support from family and community will serve to reduce the overall numbers of technical violations as well as new offenses. Thirty-two youth were in other statuses. A major goal of this initiative is to reduce recidivism and returns to the Commission on technical parole violations. JJC statistics reveal that between the time frame of 2001 and 2003, the most common reasons for youth committed to the JJC were violations of probation, which increased 5.2% from 31.1% to 36.3% of those held. Between the same time frame committed youth with offenses against other persons decreased 2.2% from 22.4% to 20.2%. Finally, between the same time periods, the third highest offense type-- CDS (controlled and dangerous substances) decreased 2.7% from 21.6% to 18.9. These three offense types accounted for 75% of commitments to the JJC in both years for which data is given. There are other characteristics to consider when serving this population. The youth released from JJC institutions and programs are largely an aging out population. In 2001, 64% (510 of 798) of committed youth released were age 18 or older. In 2003, 63% (691 of 1103) of committed youth released were age 18 or older. Although still under the jurisdiction of the Juvenile Court while serving the Parole or Probation sentences, these youth are technically adults, regardless of level of maturity. For aging out youth this is a last effort to engage them in a crime free life to ensure that they do not become adult inmates. This may pose special considerations in providing or securing services for this population.

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Because aging out youth are released from JJC institutions and programs still owing fines and penalties to the court system and may have other family obligations, job readiness and employment are key factor in the future success of this population. Continued access to training in the areas of job readiness, life skills as well as job skills will be required.

Many youth and/or family members have some level of substance abuse involvement. The JJC currently provides 61 beds for substance abuse treatment through contracts with six programs. In 2003, a total of 85 probationers under the care of the JJC were released from drug treatment programs. Additionally, the JJC runs a cottage for committed drug offenders on the grounds of the Training School for Boys in Monroe Township. Both youth and family members will be in need of case management services to address these issues.

PURPOSE The overarching purpose of this Initiative is draw on the strengths of families as a resource to support the successful reentry of youth returning to communities from the JJC by reducing recidivism, delinquent behavior and increasing personal and family well-being. This will be accomplished by establishing a site within a community to engage and support families in supporting youth through the reentry process. Specifically, projects should be designed to reduce recidivism (re-arrests, new convictions, re-incarceration due to parole/probation violations), and reducing associated problem behaviors (substance abuse, gang violence, truancy, etc.). The project seeks to develop collaborations with government agencies and nonprofits that will implement a program and evaluate its success in achieving the following: • Working collaboratively with Family Justice to implement a neighborhood based, store front-like

service that will serve youth returning to the community from JJC placement and their families • Administering a comprehensive assessment that will identify individual and collective youth and

family strengths, as well as overall social, physical and spiritual or other needs; • Working collaboratively with the JJC’s JPATS Office, Probation Offices, and community providers to

support the success of youth in the community; • Engaging families and youth prior to release from JJC facilities; • Identifying strengths as well as the needs of youth and all relevant family members; • Integrating the JJC Aftercare Plan into the overall family case management plan and ensure

achievement of both; • Tailoring services to the individual strengths and needs of youth and families, based on the

assessment, by collaborating with community based organizations and state agencies; • Ensuring that transportation is available to clients, where needed; • Providing family case management services and follow-up to ensure that services are received; • Providing clinical services to youth and family members, as needed; • Providing 24 hour crisis services and relapse prevention/intervention services; • Focusing on youth and family as resources in the reentry process, acknowledging them as the

experts in their own lives and ensuring that they are partners in the family case management planning and other reentry processes;

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• Developing replicable policies, procedures and system of care; PROPOSED INTERVENTION THE BODEGA MODEL Family Justice’s signature method – the Bodega Model – is the process of partnering individuals under supervision and their families with government justice supervision and community providers. Family Justice accomplishes this through family-focused practices aimed at identifying and mobilizing family strengths and resources in the context of challenges and barriers to improve community justice supervision outcomes and interrupt cycles of intergenerational and intrafamilial justice system involvement. Founding Disciplines of the Bodega Model: Family Systems: This perspective holds that there is no single cause of family stress or conflict – rather, tension originates within the relationships that comprise a family system. In the Bodega Model, solutions come from understanding how families and other systems work together – how the members influence each other and their relationships. Strengths-based: This evolving approach to counseling and therapy is built on the belief that all people have competencies and dreams; all communities are oases of resources. The Bodega Model looks for and builds on strengths in families, government partners and systems, rather than focusing solely on problems and deficits. Tools used to identify strengths include genograms (family relationship diagrams) and ecomaps (community relationship diagrams). Case management: For purposes of the Bodega Model, case management is defined as a series of systematic interventions and interactions aimed at helping one or more individuals to identify and utilize all the resources at their disposal, both internal and external. Community partnership: This discipline may be the most creative and challenging in the Bodega Model. Community partnership proposes that communities have strengths and resources to bring to the table that may be critical to effect change. It builds upon community partnership by recognizing a neighborhood’s formal and informal supports of families – such as faith-based institutions, neighbors, healthcare facilities, schools and others. In addition, it purports that just as families and communities have important resources to offer, so do government and justice agencies. Supervision officers are welcomed to the team as allies, not adversaries who must be battled or circumvented.

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Guiding Principles of the Bodega Model: Focus on family, broadly defined A participant’s “family” includes friends, neighbors and godparents as well as blood relatives. Families and communities provide the resources and structure for long-term success. Work from strengths and supports Every person has competencies and dreams; every family has inherent strengths and capabilities; every community is an oasis of resources. Government and service providers can step out of the role of “expert” so that people in the justice system and their families can share responsibility. Progress depends on creative partnerships Family members, government and communities can see and tap each other’s strengths to support collaboration toward their shared goals: supporting the participant in staying out of jail or prison, promoting public and private safety and building a healthy, productive life in the community for themselves and their families. Prevent Duplication of Services The family case management team coordinates both internally and externally with other organizations to prevent duplication of services. On a larger level, this principle also speaks to the importance of service coordination among government and community organizations. If money is not spent on multiple organizations to provide similar interventions, financial and service efficiencies can be created.

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PROPOSAL FORMAT Executive Summary/Program Schematic (10 Points) Please summarize the proposed project in three pages or less and complete the attached program schematic model for the proposed program indicating how agency, partner and community resources will be used to adapt the Bodega Model.® Applicant Agency Capacity (15 Points)

Introduce the implementing/lead agency that will provide services to the identified population. • Describe the implementing agency, its mission and services. • Describe current staffing, roles and their experience and training. • Include a table of organization (as an appendix). • Discuss government and community partnerships that support current work. • Discuss any required staff training and training materials that are used. • List current funding streams supporting the agency. • Provide information on the agency’s experience serving the reentry population. • Include a description of programs provided, numbers served and any available evaluation/outcome

data. • Note past instances of interagency collaboration and their outcomes. • Describe extent that current programming involves work with families. • Describe current case management approach. • Give examples of any strength based approaches used by the agency in its programs. • Discuss the extent that current programming is neighborhood based. • Describe strength of current organizational leaders and ties to community. Problem Statement (10 Points)

The problem statement must demonstrate the need for the proposed program and its interventions. In order to demonstrate the need for services the numbers of youth returning to the target community is a critical factor.

• Describe the geographic community to be served. “Community” is defined by you and can be a

neighborhood, ward or city. Discuss why this neighborhood was selected. • Describe prevalent issues that need to be addressed among the population to be served. • List and discuss resources that currently exist in the community to address the identified issues. In order to demonstrate the need for this program in the geographic area to be served a variety of data is requested. Data to be supplied includes but is not limited to:

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• Detention, arrest and commitment data. • Numbers of juvenile released from the JJC (on both committed and probation status). County

level data on youth released from the JJC will be provided at the Mandatory Bidders Conference.

• Substance abuse data. • Community violence rates • Unemployment rates for youth. • Gang data. • To the extent possible, all data provided should be broken down by age, race and gender. In addition to the aforementioned data: • Provide a discussion of the salient issues facing delinquent youth returning to the target community

following incarceration and their families. • If case management is currently provided, describe assessment tools in use. • Make particular note of any needs that are not being met within the geographic area to be served. • Describe any issues that will require special attention and collaboration in order to meet the needs

of youth. • Discuss the availability of substance abuse and mental health services in the geographic area to

be served. Goal (5 Points) The over all program goal is as follows and should be stated as such: • To implement a family-support program using the Bodega Model that improves overall family

functioning to reduce both technical and criminal violations that wold result in re-incarceration of the youth.

Objectives (5 Points) State the following: • Implementation of program enhancements in accordance with the Bodega Model and

establishment of a neighborhood based service site • Rate at which project plans to reduce recidivism (re-arrests, new convictions, re-incarceration due

to parole/probation violations) of youth under justice supervision • Rate at which project plans to reduce delinquency • Rate at which project plans to increase compliance with the terms of parole/probation • Rate at which project expects in increase positive outcomes (employment, family relationships, etc.)

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Program Activities (10 Points) It is expected that providers that apply will have some experience in serving delinquent youth and their families. The adaptation of the Bodega Model to address the needs of youth returning to selected communities can best be achieved by the expansion of existing services to more comprehensively address the needs of youth and families by capitalizing on strengths and available resources. Activities that will be initiated by Family Justice, that the successful applicant(s) will be expected to participate in during the first three months of the program will include the following: • Work in partnership with Family Justice to complete agency capacity/needs assessment. This will

include, but not be limited to participation in staff orientation, reviewing existing forms, referral procedures, case management and other relevant policies and procedures; review of internal coordination and interagency and community partners, MOU’s; assessment of existing staff skills, competencies for training.

• Undertake capacity building to support Bodega Model to include the completion of youth/family eligibility criteria; enhance intake forms, develop other forms as needed; expand as needed various systems and community partnerships; develop strategy for integrating Bodega Model core principles and program elements, including home visits, family case management, genograms, ecomapping, family action plans and youth/family engagement techniques, and review of funding and other resources to enhance program. This work begins within the first three months and continues throughout the first year.

It is expected that by the fourth month of the project, direct services will be provided to youth and families. Based on the capacity of the lead agency and any collaborators in this process, describe the following: • How the agency will integrate the Bodega Model into its current agency functioning • How the agency will use the Bodega Model to more fully engage families as partners • Based on the principles of the Bodega Model how it is anticipated current programming will become

more holistic in nature • Age of youth to be served • Number of youth to be served at any given time • Number of youth to be served over a 12 month period • Number of families to be served at any give time • Number of families to be served over a 12 month period • Referral sources • Referral process • Eligibility criteria • Those who will be excluded from service • The services/activities to be undertaken by the implementing agency and its collaborators • Hours of service • Program location and its relationship to the target community • Why this community was selected for location of the neighborhood service center • Positive and negative termination criteria • The network of services that will be accessed on behalf of clients • How the project will coordinate programs/services with existing resources and the efforts of other

agencies or organizations toward meeting project goals and objectives

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Performance Measures (5 Points) In accordance with the government-wide move toward accountability the federal Office of Juvenile Justice and Delinquency Prevention (OJJDP) has developed a set of performance measures for each program area under which funds are allocated. Performance measurement is directly related to program goals and objectives, measures progress quantitatively, but is not exhaustive. Each program that is funded will be required to report the outputs and outcomes for the Aftercare/Reentry program area. Output indicators measure the products of program implementation and activities (volume of work accomplished – numbers). Project outputs are to increase organizational capacity and to improve program activities. The output measures that are to be reported on include: the number and percent of program staff trained; the number of program youth served; and the number of service hours completed.

Outcome indicators measure benefits or changes that result from the program and are related to changes in program participant behavior, attitudes, skills and knowledge. Short-term outcomes are those that occur during the youth’s involvement in the program or by the end of the grant period. Long-term outcomes are those that occur six months to one year after a youth completes the program or the grant period ends. For the purposes of this project the outcomes are to reduce delinquency, to increase accountability and to improve prosocial behaviors. The outcome measures that are to be reported on include: the number and percent of youth who offend or reoffend; the number and percent of program youth completing program requirements; number and percent of program youth charged with formal parole or probation violations; number and percent of program youth exhibiting desired change in targeted behavior, such as, substance abuse, school attendance, employment status and family relationships. Additionally, information should be documented regarding any challenges and their resolution, as well as, any program highlights. • In this section, clearly restate the output and outcome performance measures that will be reported

by the project as a measure of the work that is being done with youth and families. Further information regarding the performance measures will be provided at the mandatory bidder’s conference.

Please note that continuation funding is based on the ability to implement projects successfully. It is expected that a continuation application, along with the data from the current year’s activities and achievements, will be provided for funding consideration approximately two months prior to the end of the current grant year. Evaluation (5 Points) The JJDP Act of 2002 states that priority shall be given to conducting program evaluations to determine impact and effectiveness. Therefore, in addition to the required performance measures, the JJDP Committee and the JJC are planning a rigorous evaluation of the pilot projects established through this initiative by an independent third party evaluator. The complete evaluation plan is expected to be ready by the project start date, October 1, 2005. It is expected that the selected applicants will fully cooperate and participate in the endeavor to evaluate the effectiveness and the impact of the project. The project directors will be informed of data to be collected that is in addition to the JJDP identified performance measures. The goal of the evaluation is to assess the effectiveness of the project. Evaluation of the program will reflect any needed changes and will assist the project in demonstrating its success to potential future funders.

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In addition to the formal JJDP evaluation of the project, Family Justice, Inc. plans to conduct additional assessment in the future to gauge long-term impact. Access to project records by Family Justice or its evaluation partners will be required. Project staff is required to maintain project records in accordance with applicable government regulations. • In this section, please indicate the project’s willingness to fully cooperate with project evaluation

efforts to be undertaken by JJDP/JJC and Family Justice, through documentation, data gather and other required activities.

Personnel/Management (5 points) • For each position provided with JJDP Act funds provide a detailed job description and job

specifications, indicating the level of education and experience required. • Describe recruitment methods for attracting bilingual or other minority staff, if needed. • Describe any positions that will be provided through in-kind or other funding sources. • Describe the duties and responsibilities of the project director and to whom the director will report

as well as who will be responsible for the programmatic and fiscal operation of the project. • Submit resumes for any identified staff. Any existing agency staff hired to work on this project must

have their previous position back filled in order to avoid supplanting of funds. Collaboration (10 points) • Indicate where the issue of reentry falls in the county’s priority needs/services outlined in the

County Youth Services Commission’s Plan. • Discuss your approach to engaging key agencies that will be participating in the program as

service providers or referral sources and any collaboration efforts that took place during the proposal development process. Memorandums of Agreement/Understanding must be submitted from each of these agencies.

• If any agency is acting as a provider, indicate their capacity to provide successful service by documenting past service provision to similar populations

• Provide information on any boards or committees that will provide oversight or support to this effort.

• A letter of acknowledgement is required from the County Youth Services Commission for each county in which services will be provided.

Cultural/Ethnic Competency Analysis (5 points)

Applicants must analyze the racial/ethnic ratio of juvenile clients to staff for previous six-month period. Specifically, applicants must provide the number of juveniles served by the lead agency/organization staff, along with staff by title. In addition, applicants must address cultural/ethnic sensitivity and competency training needs and necessary strategies for improving the current juvenile client-staff racial/ethnic ratio, such as advertising in minority media and utilizing community organizations that have liaisons with the minority community.

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Assumption of Cost (5 points) It is expected that based upon satisfactory program evaluation two additional years of JJDP funding will be provided. The second year will be at a reduced funding level and the third year will be at a further reduced rate. Please indicate how the applicant plans to assume the cost of the project in the second and third year and beyond. Detailed Budget with Narrative description (10 points)

Please provide a 12-month operating budget for funds being requested from JJDP on the enclosed budget forms. Also provide a narrative justification for each budget line item. On a separate page indicate what costs will be provided by other sources as well as in-kind contributions to the project and the source.

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STATE OF NEW JERSEY DEPARTMENT OF LAW & PUBLIC SAFETY

JUVENILE JUSTICE COMMISSION SUBGRANT APPLICATION

FORMULA GRANTS PROGRAM

1. Type of Application: Initial: Continuation of: 2. Program Title: 3. Implementing Agency: 4. Project Address: 5. Project Duration: From to 6. Program Area: 7. Project Director Name Title E-mail address Phone Address Zip Code 8. Contact Person (Person directly responsible for project)

Name Phone E-mail address Fax # 9. Financial Officer Name Phone Address Zip Code For JJC Use Only: Total JJDP Funds Requested: $_______________________ JJC/JJDP Budget Approval Project Officer Signature _________________________

Project No Date Received ____________________________________ Subgrant Period ____________________________________ Subgrant Number Date Approved ____________________________________

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BUDGET/DETAILED BUDGET EXPLANATION: Estimated cost details of the project's budget should be itemized on Attachment Two. Costs should be broken down as indicated within the column headings. Any cash or in-kind contributions should be cited in the total operating budget. No requests for federal funds that would replace or supplant efforts that would have been made in the absence of the federal grant will be approved. Thus, the federal grants must expand the level of service if incorporated into an existing initiative. No reimbursement of funds spent by an applicant prior to the award can be charged to this grant. Allowable Costs Allowable charges made to funds granted under federal legislation is determined in accordance with the general principles and standards for selected cost items set forth in General Services Administration, Federal Management Circulars and the U.S. Department of Justice Financial Guide. Unallowable Costs

1. Land Acquisition - Federal funds granted for renting, leasing or renovating facilities may not include land acquisition.

2. Compensation of Federal Employees - Salary payments, consulting fees, and travel costs

(including subsistence and lodging) of full-time federal employees are unallowable.

3. Bonuses or Commissions - Payment to any individual for the purpose of obtaining approval of an application for federal assistance is unallowable.

4. Vehicle Acquisition – However, leasing of vehicles where deemed vital to program function is

allowed. All items' cost will be reviewed by JJDP to determine acceptability. Costs generally allowable may be rejected if in JJDP's determination such costs are deemed excessive or not integral to the success of the project. Budget Categories Budget categories are listed and explained below. Note that applicants should use only whole dollars when itemizing costs. A detailed budget narrative should be attached explaining each budget item. Where applicable, provide rates for mileage, subsistence, printing costs per 1,000 copies, etc. A. Salaries and Wages List each position for which funds are requested indicating the percentage of time to be spent on the project and the total annual salary of each. Employees' benefits, such as retirement, FICA and health insurance should be shown separately and itemized. It is essential that subgrantees adequately forecast salary requirements (including base salaries and anticipated increments) when submitting applications to JJDP. All requests for salary increases, not provided within the approved project budget, will be reviewed on a case by case basis but in no case will the total amount of the grant be increased. Approval of such requests will be based upon reasonableness, consistency with local policy and availability of funds within the project budget.

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B. Purchase of Services For all purchases of services, include in the application resumes of individuals or qualifications or organizations performing the duties. As a general rule, a maximum of $450 for an eight-hour day may be charged. If less than an eight-hour day is being provided, an hourly rate of $56.25 should be requested. JJDP reserved the right to approve or disapprove consultant services prior to commitment for such services.

1. Contracting/Service Organizations and Associations. With respect to such services, the arrangement must be formal and consistent with federal, state and local procurement regulations. Selection of contractors should involve securing competitive bids or proposals from a group of qualified organizations. On all sole sources contracts over $7,500, justification for use of this method must be included in the application.

A detailed cost estimate should be provided in the Budget Explanation, including the scope of services to be performed, professional qualifications, and the basis for calculating fees including the estimated number of days required, travel rate, overhead, etc. Prior to obtaining the services of any organization, a copy of the proposed contract must be submitted to the JJDP for review and approval. The proposed contract will not be reviewed for legal sufficiency, but rather to insure that the scope of services to be provided is consistent with overall project goals and objectives.

2. Instructional Costs for Training Seminars, Workshops, etc. Travel costs incurred for outside professionals for staff training including costs for travel, transportation and subsistence for these professionals will be included under Instructional Costs. Provide details that show the basis for the amount requested.

3. Other costs for professional services, i.e. emergency medical services or examinations, psychological/social services and contracting agreements for child care, payroll service, audits, accounting, laboratory analysis, etc.

C. Travel, Transportation, Subsistence Show travel costs by estimating the number of trips, multiplied by the estimated cost per trip. Where possible, show the proposed destination and purpose of the trip(s). In the absence of a locally approved rate, costs for travel and subsistence should be budgeted in accordance with current State regulations. Travel rates cannot be charged in excess of the State maximum of $0.31 per mile. Grant money may not be used to purchase vehicles. However, vehicle rentals and leasing are allowable, where vital to program functioning. Also to be included under this category are expenses to be incurred for lunches and refreshments for participants in training programs funded by this Agency. Amounts for lunches and refreshments should be itemized at per person costs. Meals for clients should also be listed in this budget category. D. Consumable Supplies Estimate the cost of materials directly required by the project, such as office supplies, postage, printing and other expendable materials needed during the course of normal operation of the project. Each item must be individually itemized. Also include equipment items with a unit cost of $25 or less. E. Facilities, Office Space, Utilities, Equipment Rental

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Estimate the cost of office space rental, furniture or equipment rental, maintenance costs, equipment maintenance contracts, utilities, telephone, etc. Show the cost per square foot for office space. Note that rent may not be charged for the use of public buildings, however, actual costs that can be accounted for may be used. Rental space, including space for file, conference, mail, supply, reproduction, and storage rooms should not exceed 150 square feet per employee. Costs should be consistent with prevailing rates in the area and documentation should be maintained in the file of the grant. F. Equipment JJDP may approve the purchase of equipment deemed appropriate and essential to the successful operation of projects under the approved program. Requests for equipment should contain adequate cost specifications, including equipment type, quantity and estimated cost. An inventory of all equipment purchased with grant funds or through the federal excess property program must be submitted to JJDP within 90 days upon termination of each grant. A detailed explanation of equipment utilization should be included in the application. If training in the use of equipment is necessary a schedule of training, including length of training, trainees and instructors should be presented. Applicants should become familiar with Office of Management and Budget Circular A102, Appendix N, Property Management Standards. This guideline outlines subgrantee responsibilities in developing and maintaining adequate property records, internal control systems and periodic physical inventory checks. G. Indirect Costs Indirect costs are chargeable to federal funds, however every effort should be made to maximize the grant funds for direct project services. Consistent with this aim, indirect costs charged to the federal portion of a grant will be limited to 5% of the total direct project costs. These are the maximum flat rates allowed by U.S. Department of Justice in lieu of a negotiated rate. Subgrantees may not also charge expenses normally included as indirect costs, e.g. accounting services, legal service, building occupancy and maintenance, etc. as direct costs.

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PROJECT FORMAT CHECKLIST

Please ensure that you have addressed all sections of the application as outlined in the Proposal Format by indicating the page on which each section begins. Scoring is based on 100 point total, as indicated. Did you include: Number of Page Located 1. Executive Summary (10 points) 2. Applicant Agency/Capacity (15 points) _____ 3. Problem Statement (10 points) _____ 4. Goals (5 Points) _____ 5. Objectives (5 Points) _____ 6. Activities (10 Points) _____ 7. Performance Measures (5 Points) _____ 8. Evaluation (5 points) _____ 9. Personnel/Management (5 points) _____ 10. Collaboration (10 points) _____ 11. Cultural Competency Analysis ( 5 points) _____ 12. Assumption of Cost (5 points) _____ 13. Budget/Budget Narrative (10 points) _____

IN ADDITION, HAVE YOU INCLUDED: Application Face Sheet, Executive Summary, Program Schematic, MOU’s, Youth Services Commission Letter of Acknowledgement, Budget and Budget Narrative? Please direct any questions to Kylthia Roberts, Administrative Analyst Office of Program Development and Prevention Services, 609-341-5081

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APPLICATION TIME LINE

JUNE 24, 2005 Release notice to County Youth Service Commission Administrators JUNE 28, 2005 Mail to interested parties and

Post on JJC Website JULY 18, 2005 Publish in New Jersey Register JULY 27, 2005 Mandatory Potential Applicant Workshop AUGUST 17, 2005 APPLICATION DUE DATE SEPTEMBER 7, 2005 Proposal Review SEPTEMBER 28, 2005 JJDP Committee Meeting for Funding Consideration

SEPTEMBER 29, 2005 Applicants notified of final decision SEPTEMBER 30, 2005 Post Award Meeting OCTOBER 1, 2005 Project Implementation Begins

Project Name __________________________________ Program Area Goal_________________________________________________________________________________________ _____________________________________________________________________________________________

PROGRAM SCHEMATIC The program schematic should show the logical relationship between the program objectives, activities and outcomes. It is a description of how the program will work to achieve benefits for participants, staff and the community.

Quantifiable Objectives Activities to Support

Objectives Frequency/Time Line

Staff Person Who Will Deliver Services

Expected Outcome(s)

RAMADA INN of East Windsor 399 Monmouth Street (off Route 33W) East Windsor, NJ 08520 (609) 448-7000 From the NJ Turnpike - North or South: Take Exit 8, bear right after the toll towards Freehold/Twin Rivers (Route 33 East). Immediately get into left lane and make left turn at first traffic light onto Woodside Ave. The hotel is straight ahead. From New York City: Take George Washington Bridge; Lincoln or Holland Tunnel to New Jersey Turnpike South (follow directions above from NJ Turnpike). From Princeton, Route 1 & Vicinity (via Route 571 East): Take Route 571 East (Princeton - Hightstown Road) into Hightstown. Turn left at light at end of 571. Follow straight through next light, then make the first right turn onto Monmouth Street. Hotel is about 1 mile ahead on the left. From Freehold Points East (via Route 33 West): From Route 9, the Garden State Parkway or Route 537, pick up Route 33 West, follow into East Windsor/Twin Rivers. Make right turn onto Woodside Ave. Hotel is straight ahead. From Philadelphia Area (via Route 1): If using the NJ Turnpike, see directions above. Otherwise take Route 95/295 to Route 1 North to Princeton (follow directions above from Princeton). From Central New Jersey (via Route 206 South): Take Route 206 South to Route 287 South to NJ Turnpike South and follow directions from NJ Turnpike. Alternatively, take Route 206 South to the Nassau Street Exit in Princeton. Turn left onto Nassau Street, then right onto Washington Road, which become Route 571 East (follow directions above from Princeton). From Six Flags Great Adventure: Exit Six Flags. Turn right onto Route 537 to Route 195 West to the NJ Turnpike North (follow directions above for NJ Turnpike). From North Brunswick Area (via Route 130 South): Take Route 130 South to Hightstown Circle. Turn left at sign for Hightstown and Shore Points. Follow for about 1 mile, then turn left onto Monmouth Street (Route 633). Hotel is about 1 mile ahead on the left. From Bordentown Area (via Route 130 North): Take Route 130 North to Route 33 East into Hightstown. Pass through 2 lights. After 2nd light, make the first right turn onto Monmouth Street. Hotel is about 1 mile ahead on the left.