National Forum on Youth Violence Prevention

Strategic Planning Toolkit for Communities: 2012

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NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Toolkit

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We invite you to use the Forum’s new Strategic Planning Toolkit as you develop—or revisit—your city’s plan(s) to prevent and respond to youth violence.

Benefits of Forum Plans

• Address critical problems that no single agency can solve alone. • Identify areas in which funds and time can be better spent. • Build partnerships for planning and implementation. People will support what

they help create. • Build the city’s capacity for local data sharing and analysis. • Develop strategies to sustain the city’s reductions in youth violence over time. • Improve outcomes for youth and neighborhoods through coordinated

strategies. • Give potential funders confidence in the city’s commitment to collaboration.

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NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

Introduction At the direction of President Obama, the Departments of Justice and Education launched the National Forum on Youth Violence Prevention (Forum) to begin a national conversation about youth and gang violence, raise awareness about the problem, and elevate the issue to one of national significance. In addition, the Forum was created to build the capacity of cities across the country to more effectively address youth violence through comprehensive planning and the sharing of common challenges and promising strategies. Forum Participants The Forum convenes a diverse array of stakeholders at the local, state, and federal levels. Initial participating cities include Boston, Chicago, Detroit, Memphis, Salinas, and San Jose. Participating federal agencies include the U.S. Department of Justice, U.S. Department of Education, U.S. Department of Health and Human Services, U.S. Department of Housing and Urban Development, U.S. Department of Labor, and the White House Office of National Drug Control Policy. Other participants include local faith and community-based groups, youth and family representatives, businesses, and philanthropic organizations. Forum Approach Youth and gang violence are not inevitable. Research and experience demonstrate that when cities engage partners from many disciplines and perspectives and implement a data-driven, balanced approach —one that includes strategies for prevention, intervention, enforcement, and reentry —youth and gang violence can decrease while outcomes for youth improve. This Toolkit was developed to support cities in developing youth violence prevention plans by building partnerships, taking an inventory of local resources and assets, and designing strategies, based on local data, that address the nature of youth violence and its causes. The goal is to create a multi-year plan that continues to guide the city’s efforts after the implementation phase begins.

Forum Working Definitions Youth Violence: Violent acts committed by youth, and violent acts committed against or witnessed by youth. Forum plans are focused on violence involving youth from ages 0 through 24. Youth Violence Prevention: Stop youth violence before it starts, and respond effectively to prevent its recurrence. Balanced Approach: Data-driven strategies for: • Prevention • Intervention • Enforcement • Reentry

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NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

Overview: Four-Step Process

The Forum’s four strategic planning steps build on one another—the results from each step inform and support the next—but the implementation phase is not the end of the par

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NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

Step 1: Building Partnerships & Awareness Youth violence problems are too complex for law enforcement or any single agency to resolve alone. Solutions require partnerships dedicated both to stopping youth violence before it starts and to responding effectively when it does occur. The strength of a plan may turn largely on the number and quality of the partnerships it includes. Strong plans include a diverse range of engaged stakeholders, including:

• Law Enforcement • Education • Social Services • Public Health • Labor • Community and faith-based organizations • Parents and youth • Business and philanthropic organizations

Four Concept Areas Strong plans also include robust strategies in the four concept areas of prevention, intervention, enforcement, and reentry, and importantly, the plans link strategies across these concepts. This balanced approach requires a mix of organizations and individuals with expertise in the four concept areas. In Forum cities, efforts span from early childhood to young adulthood.

• Prevention programming examples include youth development and family support services, educational and community mentoring, and in-school and out-of-school activities.

• Intervention programs engage with high-risk and gang-involved youth in a range of settings, and may include educational, health, drug treatment, and other services.

• Law enforcement efforts focus on the most serious, violent, and chronic youthful offenders and on crime hot spots.

• Finally, reentry programs support youth offenders returning from confinement to the community and begin providing this support prior to their release.

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NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

Step 1.1: Initiate a Call to Action A call to action initiates the plan development process. It typically begins with the mayor inviting to a meeting stakeholders whose endorsement and support are essential for developing a comprehensive plan—for example, the chief of police, school superintendent, and directors of other agencies and organizations whose missions include preventing youth violence. Additional calls to action are extended to the broader community, but initial buy-in from these key decision makers is critical for moving the planning process forward and implementing the strategies developed. These leaders will be asked to come prepared to review the types of information, staff skills and participation, and other resources they can contribute to a comprehensive planning effort to prevent youth violence. In addition to providing clarity on the Forum planning approach, the agenda includes gaining commitments to proceed with first steps, such as forming a steering committee to develop the plan, identifying other community leaders who should be involved in the effort, and convening listening sessions to encourage community members to contribute information. Listening Sessions

Forum cities have convened listening sessions to gather information about the nature of youth violence locally and the impact it is having on youth and communities. Listening sessions are public forums that involve stakeholders who do not traditionally participate in city strategic planning sessions. These sessions may be one of the city’s first outreach efforts after key partners respond to the call to action, with additional sessions scheduled to continue engaging community members in strategy development. The information from these sessions is invaluable for accurately interpreting data on youth violence, and for identifying additional community assets and resources. Listening sessions involve concerned citizens, youth and families, faith-based organizations, businesses and philanthropic organizations, and others who know or work with high-risk youth, or whose neighborhoods are affected by youth violence. Participants are encouraged to discuss youth violence, envision desired outcomes, and identify local resources and opportunities. These sessions also pave the way for the further involvement of community members and leaders in planning and decision-making, advocacy for systems and policy changes, and engagement in other meaningful ways.

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NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

Step 1.2: Organize a Plan Structure Because the youth violence prevention plan is the result of a documented process that includes multiple stakeholders, organizing this effort effectively is critical if the process is to move beyond the meet-and-discuss stage. The checklist items at right represent keys to a successful structure for plan development, based on experiences in Forum communities and other cities with similar youth violence prevention plans. Top-level Commitments At a minimum, there must be demonstrated and visible commitments, support, and leadership from the Mayor, Chief of Police, and School Superintendent. The involvement of the local U.S. Attorney has also proven helpful, and the Forum recommends engaging other top-level leaders connected to youth violence prevention, such as the Public Health Department Director. By providing visible, top-level support for crafting a jurisdiction-wide plan, these leaders also send a public message that “this level of violence will not be tolerated in our community," and that the city is committed to putting the plan into action. Partners who enforce the law can often serve as the one of the best and most persuasive spokespersons for prevention. Plan Development Leader An identified leader for plan development is critical for completing a comprehensive Forum plan for youth violence prevention. This individual must be empowered to lead a multi-disciplinary effort within a well-designed, staff-supported organizational structure, which includes a steering committee and operational teams. The following skills, knowledge, and abilities will be needed to direct the plan development effort:

• Ability to understand and work within complex systems such as law enforcement, education, public health, and social services, and to develop short- and long-term plans for implementation.

Checklist: Organizing a Structure for Plan Development Top-level commitments

Plan development leader

Steering committee composition : City and county agencies; Federal partners; Nonprofit organizations; Community and faith-based organizations

Steering committee member roles: Operational teams; Work groups, ad hoc committees; Expert facilitator; Advisors, e.g., research partner

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NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

• Understanding of data collection and analysis protocols, and an ability to assess, interpret, and clearly explain data orally and in writing to a wide range of audiences.

• Flexibility to personally handle or provide professional oversight for a variety of complex tasks, from public speaking and writing grants to managing project funds and effectively supervising personnel.

• Professionalism in dealing with personnel at different levels of responsibility, from agency heads to grassroots personnel, and from a variety of disciplines, including law enforcement, education, social services, justice systems, and outreach.

• Meeting facilitation, conflict resolution, and consensus-building skills that enable the individual to serve as an intermediary between agencies, resolve differences of opinion during meetings, and effectively address potentially divisive topics in which participants are professionally or emotionally invested.

• An understanding of complex material such as risk factors leading to gang involvement, local gang activities and gang research, community dynamics and history, and prevention, intervention, enforcement, and reentry strategies; and an ability to explain these concepts to others from a range of educational and cultural backgrounds.

• Skill in engaging and motivating staff from a variety of agencies and ethnic and economic backgrounds, including staff over whom the leader does have direct supervisory authority. This is especially important when working with outreach staff who may have prior offending histories, prior gang affiliations, and unstable work histories.

• Ability to generate passion and enthusiasm to inspire others to achieve solid results.

Forum cities also found it beneficial to designate one person responsible for recording information, taking notes, organizing materials, and managing the timeline throughout the planning process. Steering Committee Composition The steering committee is the broad-based, multi-disciplinary group that develops the written plan—with data and guidance from many sources—and coordinates both initial implementation and later revisions to the plan. Strategies will be developed for prevention, intervention, enforcement, and reentry, and each of these major plan components must be staffed. That staff should have a leader serving on the steering committee. Leaders from the following groups should be represented:

• Local agency representatives. Agency representatives and other steering committee members will have roles in implementing and sustaining the plan. These roles will be stated in the plan document. Depending on the relationship of a given city to its respective county government, the plan will also describe roles

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NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

for ongoing coordination with county systems, such as schools, social services, juvenile justice, probation, public health, and child welfare.

• Federal agencies. In Forum cities, the local U.S. Attorney’s Office is a helpful steering committee participant and contributor. Other federal agencies may also be represented on steering committees, including the regional HUD Office, the Department of Labor’s Job Corps, and other federal agencies whose staff contribute to local youth violence prevention efforts.

• Nonprofit organizations. These may include philanthropic foundations, direct service providers, local colleges and universities, and business organizations.

• Community and faith based organizations, such as faith communities and inter-faith alliances. Their inclusion in the planning process is crucial for successfully implementing and sustaining a youth violence prevention plan. The faith community is often an essential partner in a city's youth and gang violence prevention work. Obligations to assist those in need are central to most faith traditions. Many faith community members want to help prevent youth violence but are uncertain how to get involved with the city’s efforts. Those leading comprehensive planning and action must realize that faith communities have different capacities and concerns and should be provided the widest possible range of involvement opportunities, which can include:

• Grief response • Street work/peacekeeping • Joint patrols with police, probation, or parole • Mentoring • A neutral locale for mediation between gangs • A convening place for neighborhood meetings • A source of volunteers for prevention work of all sorts; for example, those

not comfortable working with gang-involved youth might be engaged in tutoring young children in local libraries.

• A communications network, e.g., through bulletins or announcements during services

• A bridge between the community and government • Anti-violence/peace marches

To ensure broad representation, city leaders should work through existing inter-faith committees or ministerial alliances. Working with only one religious tradition or with only one denomination narrows the volunteer pool and may send a message that such work is the concern of only one faith entity.

Steering Committee Roles • Operational teams and work groups. Steering committees form operational

teams around the four strategy areas of prevention, intervention, enforcement,

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NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

and reentry. Work groups and ad hoc committees are needed to address critical tasks like data collection and analysis.

• Facilitator. It is important to ensure that the plan development leader or steering committee chair has meeting facilitation support, if needed. Outstanding meeting facilitation skills are critical for ensuring that all members have opportunities to fully participate in discussions and decision making, and that all meetings are action-oriented.

• Advisors. Steering committees may also benefit from having participants who serve in an advisory capacity. The Forum recommends engaging an expert in data analysis or a research partner. To show that the plan’s results are linked to achieving its stated objectives, you will need to be sure your objectives and activities are expressed in measurable terms, and that you have the data you need.

Assessing Levels of Collaboration Many cities find it valuable to assess the extent to which stakeholders currently collaborate around youth violence prevention issues. This information can be used to better understand local assets, gaps in services, and opportunities. The following tools can be completed by the plan development leader as a quick assessment or by steering committee members individually or as a group.

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NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

Step 1.3: Agree on a Common Vision Agencies, organizations, and individuals in any city will enter this planning effort with different missions and agendas, which can make it challenging to reach agreement on strategies going forward. The entire planning process is essentially a consensus building process, with the completed plan representing a consensus that the planned actions are the right way to proceed. One technique that can aid in identifying areas of agreement is a structured visioning activity. The products from this activity—in addition to a vision statement—can also give a steering committee a head start on drafting goals and objectives for the city’s youth violence prevention plan. Structured Visioning Activity Steps The time needed for this activity will vary with the size of the group, but a realistic estimate is a minimum of two hours. Introduction At a steering committee meeting, an experienced facilitator might begin by asking everyone to think ten years ahead and envision a major award ceremony or celebration, or another scenario that indicates great success. Additional prompts from the facilitator would build on the scenario, asking group members to reflect on different aspects of that success, but without defining success for them or suggesting what their responses to any of the prompts should be. As a brief example, a steering committee might be asked to imagine a speaker at the event who lists the accomplishments that merited recognition, and to envision youth talking about opportunities and residents discussing neighborhood conditions. The group might also be asked to imagine a steering committee spokesperson explaining to the audience how the plan the city developed years ago contributed to the success, or to visualize people who carried out that plan recalling how they were able to accomplish so much. Before participants move on to the next part of the visioning process, they might also be invited to jot down notes about what they saw. Discuss Individual Visions For the next steps in the visioning process to end with the group reaching a level of agreement, the facilitator would also assist as group members discuss their individual visions and discover the vision elements they have in common. Identifying, grouping,

Vision Statements Are:

Statements of what organizations would like to accomplish in the future Guides for choosing current and future courses of action

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NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

and recording these common elements can move the planning process along in several ways:

• Prepares the steering committee to draft a vision statement. This statement both serve as a touchstone to help the committee stay focused and reminds the broader community—through meetings, articles, and other opportunities—that all involved are working to achieve the same results.

• Leads into developing the plan’s goals. For example, one goal might emerge from a discussion of desired outcomes for youth who have already committed violent acts, another might be suggested by a shared vision of safe neighborhoods and schools, and another goal might emerge from a common vision of a city where all youth have the support and resources they need.

• Provides one way to de-emphasize status and rank among group members by giving all an opportunity to participate equally in expressing their visions and desired outcomes.

Variations in Forum Cities Approaches for conducting visioning activities vary, and the scenarios and questions that guide the process in any given city should be selected carefully by someone who understands the particular characteristics, needs, and dynamics of the local steering committee and community groups. Initial Forum cities developed vision statements to reflect their own shared visions of success; for example:

• “Youth and families thriving in safe and healthy neighborhoods vibrant with opportunities for personal, spiritual, educational, and economic growth.” (Boston)

• “Detroit envisions a city where youth and education are valued, it is safe to walk the streets, conflicts are resolved nonviolently, and young men and women have real job and career opportunities.”

• “Safe and healthy youth connected to their families, schools, communities, and their futures.” (San Jose)

• “Memphis is a city where all children and youth, valued and nurtured by strong families and communities, are fully prepared for lifelong success.”

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NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

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NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

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16

NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

Step 2: Gather & Use Data Strategically After building partnerships and raising community awareness, cities will need to engage in a serious data analysis effort. Informed decision-making must be data-driven, so this phase is critical to the development of a successful youth violence prevention plan. The more complete the data profile from all of the agencies, organizations, and systems represented in a city’s youth violence prevention efforts, the more informed the decisions will be. To be truly comprehensive, the Forum recommends that a community’s strategy for data sharing include all stakeholder agencies and integrate a wide range of data from a variety of sources, including—but not limited to—law enforcement, education, public health, child protection/welfare, and public housing. Step 2.1: Review Research & Evidence The data gathering and analysis process includes ensuring that steering committee members are up to date on research findings and evidence-based practices. Note especially:

• Committee members currently responsible for strategies in one concept area (prevention, intervention, enforcement, reentry) may need to become more familiar with research results in another area.

• Members will need to be prepared to share recent, relevant research and evaluation findings with one another, and to identify areas that may merit further study.

• A research partner or advisor should be able to assist with synthesizing research results that have a bearing on selecting strategies for the comprehensive plan.

• Sources of information on evidence-based programs and practices are also included in this Toolkit.

Checklist: Gathering & Using Data Strategically:

Data Collection and Initial Analysis Current youth violence

research reviewed. Data analysis work

group designated. Recent local data

obtained from multiple sources.

Data assessed for trends, relevance to plan development.

Plan made to address data sharing obstacles.

Data Review and Analysis (Steering Committee)

Findings, trends, interpretations discussed.

New data needs identified, addressed Review and analysis discussions completed.

17

NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

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18

NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

• Who is committing the shootings and other violent acts? Responses must focus on individuals who are most likely to continue the violence, and those who are directly affected by it.

• Youth violence prevention plans are not meant to provide services to every individual in a community. They are not plans to end poverty, although plan components are concerned with providing resources and opportunities for all youth at risk of violence; and they are not anti-crime plans, although effective enforcement responses are clearly another plan component. The graphic that follows indicates areas of focus for Forum youth violence prevention plans.

Data from all available sources aids in identifying specific people who will benefit most from specific services. Among the many data sources are law enforcement, schools, public health agencies, other providers of prevention and intervention services, juvenile corrections and detention programs, the juvenile court, and hospitals. Plan to devote significant amounts of time to reviewing local statistics. As the information is discussed, new data needs will surface, so the analysis may be best accomplished over two steering committee meetings to give team members time to secure any additional information that is needed. The bottom line is this: To prevent youth violence before it starts, and to respond effectively when it does occur, a strong plan will prioritize individuals and key areas of the community, so that the plan’s prevention, intervention, enforcement, and reentry strategies can have the greatest impact.

Step 2.4: Identify Resources & Assets

Another important task in the data collection and analysis process is determining what resources and assets currently exist that can be coordinated to address priority concerns identified by the steering committee. In addition to political and community will to support the youth violence prevention plan, assets include:

• Existing local programs and strategies that have demonstrated success in addressing similar problems

• Knowledge of the infrastructure of key agencies and organizations; for example: o How are decisions made? o Which departments and individuals control needed resources? o What constraints (e.g., financial, regulatory, staff shortages, training

needs) may affect participation at this time or in the longer term? • Knowledge of community groups and individuals who can be engaged in the

effort

19

NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

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20

NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

Step 3: Write the Plan As cities progress through the Forum planning process, one of the most difficult challenges they face is writing the multi-year plan. Collaborative planning is by nature intensive and challenging, and the process must be conducted with deference to all stakeholder opinions. To demarcate a reasonable time limit to planning discussions, Forum cities have used a six-month planning timeframe for creating their multi-year plans. Consensus among Forum sites is that this timeline was tight but reasonable and kept them on task. Completing the Document Forum cities have found it beneficial to designate one person responsible for recording information, taking notes, organizing materials, and managing the timeline throughout the planning process. Since the goal at this stage is to “plan your work and work your plan,” the process of writing the plan should be orderly and take into account all of the mobilization and assessment work already completed, moving forward from there. While some cities may find it easier to hire a consultant to perform this task, the Forum strongly discourages this. For a multi-year plan to address the local needs of a given community and its own youth and gang violence problems, it must be written by individuals who are intimately knowledgeable about those problems and have key roles in carrying out the plan. The Forum promotes the development and implementation of locally-tailored approaches that balance prevention, intervention, enforcement and reentry. The ultimate goal of this planning phase is to use a data-informed, community profile to create an integrated, comprehensive, system-wide, multi-year plan for filling identified gaps in the continuum of services that address youth violence. Additionally, this planning should focus on:

• developing objectives with outcomes that are measurable and criteria with which to assess implementation success;

• reviewing the effectiveness of current activities; • selecting evidenced-based programs and strategies to fill in identified gaps in

services; • and creating action plans for multi-year plan implementation.

Two important notes: The plan itself does not have to be perfect, and it does not have to be lengthy. It will be routinely reconsidered and revised as implementation occurs, and as results from the implemented strategies begin to change the dynamics of youth and gang violence in the community.

21

NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

It is possible to write a plan document in as few as 20 pages, as long as strategies are driven by local data and reflect input from multiple, diverse stakeholders; objectives are clearly stated and measurable; and accountability for accomplishing objectives and activities is affixed.

Step 3.1: Develop Strategies & Goals

Forum plan strategies should be based on research, evidence, and results of the local data analysis process in step two, including steering committee priorities and an inventory of resources and assets. The plan should state goals for each key element of the Forum approach: prevention, intervention, enforcement and reentry. Goals are broad statements that reflect aspects of the plan’s overall purpose. For example:

• Respond effectively to gang violence. • Ensure that youth and families have needed support systems. • Ensure that schools are safe and free of violence.

The plan will also need a set of clearly stated, realistic strategies related to each goal. Selecting Strategies The process of selecting specific strategies involves integrating information from published research and best practices with local experience and lessons learned about reducing youth violence. However, when reviewing evidence-based programs that were successful in other cities, keep in mind that their implementation in your city still must be customized to address local problems and resources. The selected strategies also may need periodic modifications, depending on local results and events. For cities engaging in innovative, new strategies, tracking results is crucial. Because you will not have the benefit of learning from evidence already gathered, you must carefully monitor the results of your strategy or program and build in tracking devices to capture data on its successes, and to identify areas for growth or adjustment. Whether using an evidence-based practice or a strategy based on local experience and practice, tracking results will help communicate to your steering committee whether or not the strategy is successful. Quick Wins Finally, remember that achieving “quick wins” in small, specific areas—such as closing a drug market, reopening a park, or providing safe passages to school—often builds toward achieving longer-term objectives. These small, achievable “do while planning” efforts create momentum for the planning process and help build confidence that the plan will achieve positive results.

22

NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

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23

NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

Step 3.3: Develop Measurable Objectives & Activities

The process of writing the youth violence prevention plan involves linking objectives to goals and strategies, specifying activities that must be carried out to accomplish the objectives, and ensuring that objectives and activities are measurable. Goals are broad-based statements (e.g., increase school safety, stop gang violence, coordinate city and county prevention strategies) and reflect the plan’s purpose or mission. Objectives and activities, however, are more specific and can and should be measured and tracked. Objectives are statements of how you intend to accomplish each goal. If your goal is to increase school safety, for example, you might have one objective to reduce aggressive classroom behaviors, and another to prevent gang violence near school grounds. Objectives are concerned with both short and long-term achievements. Activities are the specific tasks that must be completed to accomplish each objective. To prevent gang violence near schools, activities might include increasing police patrols during specified hours. Other activities might be conducted to connect gang-involved students with needed services. Major activities should delineate a time for completion and indicate responsible parties. Forum youth violence prevention plans are action plans for multi-year implementation. Mechanisms and entities must also be designated or created to track and monitor plan implementation. Process measures indicate whether the activities and related objective were implemented as planned, whereas outcome measures are concerned with whether implementing an objective achieved the intended results. The Forum strongly recommends developing a logic model to ensure that goals, strategies, objectives, performance measurements, and other plan components are in alignment. Resources for Setting and Measuring Objectives

• See "Step 3: Featured Resources" for a list of useful links grouped under the following category:

• Developing Measurable Objectives http://www.findyouthinfo.gov/youth-topics/preventing-youth-violence/strategic-planning-toolkit/step-3/step-3-resources#06-title

24

NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

Strategic Planning Toolkit: Step 3 Resources

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NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

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, Striving to Reduce Youth Violence Everywhere, is a national initiative,

strategies designed to prevent violence on schools and campuses.

26

NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

The training is available on a limited basis, via request, to school districts and institutions of higher education. Requests are reviewed and coordinated by the USc

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solutions/iyef/violence-prevention

28

NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

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The National Gang Center features the latest research about gangs; descriptions of evidence-based, anti-gang programs; and links to

practitioners working in government, academia, and criminal justice

29

NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

organizations. In addition to conducting and publishing research on criminal juwe

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consulting stakeholders with regard to their perceptions of community needs—is essential to ensuring that limited resources are targeted effectively. Strategic Planning Toolkit: Step 4 Resources

Featured Resources Foun

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a r ities in the U.S. and 2.1

. This resource maintains unique databases on the nearly 100,000

30

NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

Funding Information Center. This findyouthinfo.gov resource includes a custom search tool that enables searches of the Federal government’s Grants.gov website by youth topic or Federal agency. http://www.findyouthinfo.gov/funding-information-center Demonstrating Return on Investment through Evaluation: Recommendations from the Field. This California Cities Gang Prevention Network article includes how to select an evaluator, many examples of types of data collected/analyzed, and cities’ work with individual programs to build those programs’ evaluation capacities. http://www.ccgpn.org/Publications/Demonstrating%20Return%20on%20Investment.pdf