The administrator should also immediately form a group of external advisers—a Transition Advisory Group—to assist with implementation as outlined below. External consultants and advisers are necessary to the transition phase, as they will bring specific knowledge and expertise in adolescent development, family engagement, racial disparities, data collection, research methodology, and curriculum development that will inform the work of the agency staff. However, consultants and advisers cannot be a substitute for staff by performing staff functions or providing leadership. For these reforms to be durable over time, it will be necessary for the staff of OJJDP to cultivate necessary staff expertise and become the leaders of change.
Recommendation 3-1: OJJDP should develop a staff training curriculum based on the hallmarks of a developmental approach to juvenile justice reform. With the assistance of a team of external experts, it should implement the training curriculum on an ongoing basis and train, assign, or hire staff to align its capabilities with the skills and expertise needed to carry out a developmentally oriented approach to juvenile justice reform.
|Action Steps for Recommendation 3-1|
|Year 1 (FY 2015)||Year 2 (FY 2016)||Year 3 (FY 2017)|
|Create an external advisory group (the Transition Advisory Group) to work with an intra-agency team of staff and leadership at all levels of OJJDP (the Change Management Team) to develop, within 3-5 months, a curriculum to inform all professional staff about (1) advances in developmental science and their implications for juvenile justice system improvement and (2) the hallmarks of a developmental approach.||Develop staff evaluation measures and goals that align with the skills needed to drive a developmentally appropriate juvenile justice reform agenda.||Ensure that an accountability process is in place to evaluate staff on measures and goals.|
|Within 6 months, using the curriculum, initiate an agency-wide training activity to train staff on the developmental approach.||Review and evaluate the training curriculum to assess quality and impact.||Incorporate lessons learned in updated training programs.|
|Within 9 months, train, assign, and hire staff with appropriate skills and knowledge aligned with the goals of implementing a developmental approach.||Continue training and reinforce on an ongoing basis at staff meetings and seminars.||Continue training on an ongoing basis and routinely assess skills and knowledge of staff.|
|Develop partnerships with other federal agencies; state, local, and tribal governments; universities; or foundations to engage expert staff through the use of interagency agreements, details, and Intergovernmental Personnel Act (IPA) authority.||Implement partnerships with other federal agencies; state, local, and tribal governments; universities; or foundations to engage expert staff through interagency agreements, details, and IPA authority.||Continue use of interagency agreements, details, and IPA authority to maintain the necessary level of expertise on staff.|
|Following the training of key staff, re-examine all grant making, guidance, and leadership activities to identify specifically how to introduce or strengthen developmentally appropriate reforms that include approaches for ensuring compliance with core protections, including those described in Recommendation 4-5.||Implement changes in all grant making, guidance, and leadership activities to ensure that developmentally appropriate reforms become integral to all core activities, including ensuring compliance with core protections. Assign responsibility to staff along with accountability measures.||Continue and evaluate.|
|Not applicable.||Establish a mechanism for monitoring progress on agency transformation.||Review and assess progress annually.|