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Transcript of DSG V4

OJJDP Youth Violence Prevention Coordinated Technical Assistance Program
Youth Violence Prevention (YVP) Strategy Discussion With the Office of Juvenile Justice and Delinquency Prevention (OJJDP)

April 2016 | Presented by DSG Team | Project Director: Bass Zanjani
OJJDP Youth Violence Prevention Coordinated Technical Assistance Program
Youth Violence Prevention (YVP) Strategy Discussion With the Office of Juvenile Justice and Delinquency Prevention (OJJDP)

April 2016 | Presented by DSG Team | Project Director: Bass Zanjani
Community of Practice calls
One-on-one technical assistance call to specific sites
—as needed
Quarterly YVP site director call across the three initiatives

Bimonthly cluster TA calls
Thematic Basis for TTA Strategy
Needs assessment
Shared framework
Additional information from
Online needs assessment questionnaire for preliminary information on interests and TTA needs across the three grantees
Follow-up interviews with each site to probe the answers of each in more depth

Ten Principles for Action
Multiple Influences in a Child’s Life
Comprehensive Strategies
Logic Model
Fourth National Summit evaluation forms
Findings from Forum site visits
Site calls with Forum and Defending Childhood sites
Needs Assessment Informed Topical Training and Information Provision
Pending implementation
Economic Issues
Community–police relations/trust
Public health approach
Trauma/exposure to violence (in process)
Data sharing/evaluation tools
Community environment/norms
School achievement/retention
Sustainability/local communications strategies
Enhancements to TTA Strategy
1. Quarterly YVP site director call across all three initiatives (first month of the quarter).
Designated space for site directors across the initiatives to discuss grant and administrative issues.
Will include topical TA content.
Implement needs assessment–based TA topics.
Provide platform for cross-site discussion and learning.
Launch into subsequent TA activities throughout the quarter.
Enhancements to TTA Strategy (cont’d)
2. Bimonthly TA focused cluster calls of sites grouped, based on a combination of several criteria. Site leads can invite their partners and stakeholders to these calls every other month.

The purpose of the calls are to
Discuss operational grant and TA–related issues.
Problem-solve common challenges.
Maximize opportunities for peer learning/sharing.

TA Focused Cluster Call Criteria
Assumes there is some synergy across initiatives that lends to cross-site learning opportunities.

Tribal status:
Understands that culture and approach must be respected and valued.

Co-located/proximal jurisdictions:

Recognizes that some locales have more than one grant among the three initiatives and that there is potential value in connecting these sites to maximize coordination and collaboration.

Lead agency:
Assumes grantees of the same sector share common approaches and challenges and that cross-site learning can be maximized through clustering.

Stage of implementation/funding:
All sites are in different phases of implementation, with clusters of sites either in the early or graduating phase. Sites also differ on available funding and levels of sustainability mechanisms for resourcing the work, which led to a grouping of sites across initiatives that run out of federal funding in 2016.

Relationship to TTA provider:
Recognizes that TTA will be enhanced through strong knowledge of and familiarity with sites and specific grantees, and builds off strong existing relationships with core TTA providers.

Communities of Practice Calls
Law enforcement community of practice
Every other month
Faith based community of practice
The purpose of these calls are:
For affinity group members to delve more deeply into topical issues related to each affinity group and encourage cross-site learning, sharing of strategies, and problem solving.

Enhancements to TTA Strategy (cont’d)
4. One-on-one TA calls (if applicable)
One-on-one TA calls as a follow-up to the cluster calls (if needed).
Purpose is to individually engage the sites and provide mentoring, coaching, and/or problem solving.
Third Quarter YVP News newsletter (Speical Summit Issue)
Quarterly YVP Site Director Call
BiMonthly TA Call: Cohort A
BiMonthly TA Call: Cohort B
Bimonthly Law enforcement Community of Practice Call
Bimonthly TA call: Cohort C
Bimonthly TA call: Cohort D
Monthly Law enforcement Community of Practice Call
Webinar: results Based Accountability 101: Intoducing sites to tracking results.
Bimonthly TA call: Cohort E
Bimonthly TA call: Cohort F
Bimonthly TA call: Cohort G
Bimonthly TA call: Cohort H
Bimonthly TA call: Cohort I
Monthly faith based community of practice call
Update YVP News newsletter with feature article on Portland DCI’s public health/hospital program
Bimonthly TA call: Cohort B
Publish Podcast interview with evaluator for one of the YVP grantee sites
Bimonthly TA call: Cohort C
Bimonthly TA call: Cohort D
Bimonthly law enforcement community of practice call
Bimonthly TA call: Cohort E
Update YVP News newsletter with feature article on the Community Safety Scorecard (by Billie Weiss)
Bimonthly TA call: Cohort A
Monthly faith based community of practice call
Expanded Management Team
To provide strategic, operational counsel on the implementation of the YVP effort and the provision of TA.

This team includes
Prevention Institute
Jack Calhoun
Center for the Study of Social Policy
Futures Without Violence
Cure Violence
National Gang Center (pending)
YVP TA Budget 2016–17
2016–17 TA Allocation:

Weighted criteria for disbursement:

1. Sites nearing graduation/end of funding
2. TA directed by OJJDP staff
3. Peer-to-peer visits
4. Sites experiencing significant structural or operational challenges
5. Sites seeking assistance implementing evidence-based programs
6. Sites seeking assistance with strategic planning
7. Sites seeking data analysis
Enhanced Communications Platform
Quarterly online publication:
Youth Violence Prevention News

Link: http://yvpnews.com

Front page:
TTA theme for the quarter
Menu bar:
Federal page
National Forum page
CBVP page
Defending Childhood page
Communities of Practice page
Multimedia page
Social Media Corner
Google topical newsfeed: youth violence prevention
Mainspring Sustainability Toolkit
Develop and articulate a shared vision of success, and the scale and scope of that vision.

Consistently and effectively engage community stakeholders in the collaboration.
Clearly define the desired results, and measure the impact of our efforts.
Effectively manage the operations of a multidisciplinary partnership to achieve shared goals.

Authentically engage youth in all aspects of the effort.

Create a leadership and governance structure to support the multidisciplinary partnership.

Nimbly adapt to and strategically influence the changing context in which we operate.

Secure and leverage a broad range of financial resources to support the capacities and functions needed to achieve and sustain the vision.

7. Secure and leverage a broad range of financial resources to support the capacities and functions needed to achieve and sustain the vision.

Forum site leaders will need to conduct an analysis of existing public and private resources devoted to youth violence prevention and positive youth opportunities, looking comprehensively across federal, state, county, and local funding sources to identify gaps and potential opportunities. Based on that analysis, site leaders can then consider a variety of financing strategies to support the long-term success of their work, including redirecting existing resources, sharing costs with collaborative partners, developing new funding sources, improving coordination across existing resources, and leveraging technical assistance and knowledge resources.  
Site leaders should consider the following questions as they reflect on their capacity to leverage and secure financial resources:
Do we have a strategic financing plan that includes accurate projections of costs, based on our goals?
Do we know the level of current public and private investments related to each of our goals and opportunities?
Have we diversified our funding, including engaging private funders in the effort?
Do we regularly communicate our progress to current and potential funders?
Have we developed financing strategies, including identifying opportunities to better align public funding with shared goals and shift funding upstream, among other approaches?
Do we monitor our strategic financing plan over time?
Augmenting the Sustainability Toolkit
The sustainability toolkit provides a strong framework that assesses grantee sites’ capacities for leveraging resources, and the next step in this process is for DSG to provide ways to operationalize the seventh capacity on raising funds.

The objective of DSG’s toolkit is to create revenue for the selected cities with specific earmarks for YVP initiatives.
Recommended Funding Streams
City, County Funding Streams
Economic development sales tax—Texas, Arkansas
Public safety sales tax—Oakland CBVP
Alternative Financing
Social impact bonds
CBVP Oakland: Measure Y
Passed by Oakland voters on Nov. 2, 2004, Measure Y provides approximately $22 million every year for 10 years to fund violence-prevention programs, additional police officers, and fire services. Measure Y funds were generated through a parcel tax along with a parking surcharge in commercial lots. Measure Y expired in December 2014.
The funding allocation was

Fire safety:
$4 million annually. Measure Y funding eliminates Fire Department rotating station closures so that all fires stations are now open 24 hours, 7 days a week.

Violence-prevention programs:
40 percent of remaining Measure Y revenue. Violence-prevention programs administered through the Oakland Department of Human Services are designed to work together with community policing to provide a continuum of support for high-risk youths and young adults.

Police services:
60 percent of remaining Measure Y revenue. Measure Y enhances Oakland’s Community Policing program by adding new Problem-Solving Officers to the Oakland Police Department ranks, as well as additional officers for truancy enforcement, domestic violence, and special victims units.

Evolution of Measure Y—Measure Z
The Act expired on Dec. 31, 2014.
In November 2014, Oakland voters approved Measure Z, the new Public Safety and Services Violence Prevention Act of 2014, which includes roughly $22 million annually for 10 years and has the following allocation structure:
(3 percent) for evaluation and audits
$2,000,000 for the Fire Department
60 percent of the remaining funding for the Police Department
Final 40 percent of the funding for violence prevention and intervention strategies
Operationalizing Our Leveraging Resources Approach
1. Focus on leveraging investments from local and state governments through local and state tax measures as well as alternative financing streams.
2. Pilot this approach in the following cities: Camden, N.J.; Detroit, Mich.; and New Orleans, La.
3. Hold a workshop on this approach at the National Summit.
4. Modify the “leveraging financial resources toolkit” to provide onsite TA for interested communities.

We intend to begin this process with the pilot cities in September 2016.

Secure and leverage a broad range of financial resources to support the capacities and functions needed to achieve and sustain the vision.

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