• Summary of current service performance
  It is a goal of DCJS to provide policy and planning support to help improve public safety in the Commonwealth.
  
  The agency’s objective under this goal is to provide policy and planning support as requested by the Administration, Criminal Justice Services Board, and/or the General Assembly.
  
  
  It is a goal of DCJS to provide financial assistance to provide services to, and improve the functioning of, the criminal justice system.
  
  The agency’s objective under this goal is to use all available federal, state, and other funds to make grants to localities, state agencies, and nonprofit organizations in the areas of law enforcement, prosecution, crime and delinquency prevention, juvenile justice, victims services, corrections, and information systems.
  
  
  It is an agency goal to make training opportunities available across the criminal justice system that complement the funding we provide to the system.
  
  DCJS’ objective under this goal is to provide training and education on best practices and techniques and emerging issues and trends to criminal justice practitioners and allied professionals.
  
  
  It is an agency goal to provide effective and efficient administration of grant programs so that the purpose of grant funded programs will be realized.
  
  DCJS’ objective for this goal is to conduct regular monitoring of, and provide technical assistance to, grant-funded programs and projects.
  
  
  It is an agency goal to develop and promulgate regulations and effectively administer regulatory programs.
  
  DCJS’ objective under this goal is to conduct agency regulatory activities that provide our constituencies an inclusive regulatory process consistent with the Virginia's Administrative Process Act and other applicable federal and state laws and regulations.
• Summary of current productivity
  In recent years, the Department has taken on additional programmatic and regulatory responsibilities with a reduction in staff and other resources.
  
  With no increase in staff resources, the Department has managed additional major projects assigned by the Governor and Secretary of Public Safety: staffing the Advisory Panel on Bias-Based Policing and the Task Force on Preventing Crime in Minority Communities, hosting two Law Enforcement Summits, and a Conference addressing the issues of prisoner re-entry. Most recently we have provided staff and technical support to the Secretary of Public Safety's office for the Alternatives to Incarceration Task Force.
  
  As felt throughout Virginia, agency resources continue to be squeezed by budget reductions that affect not only the funding we have available to pass through to localities, but also our ability to provide the level of technical assistance and support that our local and state criminal justice partners have come to expect. As of the beginning of FY2010 agency staff has been reduced by more than 20%. Overall general funds have been reduced by more than 7%. Federal stimulus funding has primarily been targeted at filling existing budget reductions in local sheriff's offices, and providing training support to local victim service providers and their law enforcement partners.
  
  Not withstanding resource challenges we continue to meet our core mission. The agency continues to make available grant funding to our local criminal justice partners, covering a wide range of subjects. These include grants to local programs in the following areas; support to crime victims, local community corrections programs, juvenile delinquency prevention programs, and local law enforcement agencies. For fiscal year 2010 we will make approximately 800 grants that provide direct support to local criminal justice programs. Additionally, we continue to provide programmatic technical assistance to localities and grantees on subjects that encompass all aspects of the criminal justice system in Virginia. We also continue to offer training programs directed to criminal justice personnel that include; Law Enforcement officers, Victim Service providers, Private Security personnel, Juvenile Delinquency prevention specialists, and Commonwealth Attorneys. We also continue to provide regulatory and certification services to the private security, bail bonds, and locksmith industries.
  
  These budget reductions have required us to review and in many instances change our business practices to better align them with the reduced staffing level. In some cases this will require that we change our role in performing a function, in other cases we may not be able to perform a function at all. In summary, there may be many changes to our business practices during the current fiscal year.

• Summary of Major Initiatives and Related Progress
  Juvenile Services
  
  JJDP and JABG Programs: DCJS administers three major funding streams that come to us from the federal Office of Juvenile Justice and Delinquency Prevention: Titles II and V of the Juvenile Justice & Delinquency Prevention (JJDP) Act, and the Juvenile Accountability Block Grant (JABG) Program. Additionally, we continue to administer the last of the Challenge funds, to develop, adopt, and improve policies and programs in any of 10 specified Challenge areas. The Challenge portion of the JJDP Act was eliminated in 2002 when Congress consolidated a number of separate programs into one Delinquency Prevention Block Grant (DPBG) Program. The DPBG, although authorized, has not yet been funded by Congress.
  
  DCJS provides grants to localities to fund projects throughout the juvenile justice continuum: prevention, community-based sanctions and treatment, and programs and services for serious, violent, chronic juvenile offenders. Additionally, we provide training and technical assistance as needed to help the field keep abreast of best practices, to inform about new trends, and to motivate them to continue to do their good work. The number of grants funded varies based on the amount of funds allocated. OJJDP has recently implemented a new performance measures requirement, so now all of the programs receiving funding from Title V, Title II, or JABG are required to submit performance measures data. This should help to increase accountability and ensure effective programming. We have moved toward funding replication of model or promising programs or strategies in order to make the most of our decreasing funds.
  
  
  Victims Services
  
  The demand for services for crime victims continues to increase, although resources to meet the demand remain limited. For the first time in FY2007, an appropriation of general funds was made to the Victim Witness grant program to supplement the federal and special funds that have been the sources of funding since its inception. Most of the costs in projects supported by the program are for personnel and they continue to escalate. The GF appropriation will provide short term stability.
  
  The Virginia Domestic Violence Victim Fund (VDVVF) has been providing grant funds over the past 2 fiscal years to local Commonwealth Attorneys to support the prosecution of domestic violence cases, and to local units of government and non-profit agencies to provide support services for victims of domestic violence, sexual abuse, stalking. DCJS was designated as the administering agency and was given authority to develop guidelines and distribute funds.
  
  The victim services section, in partnership with Virginia Commonwealth University (VCU) and the University Of Richmond (UR), is developing a Victim Services Academy to train victim service providers in the skills and techniques needed to provide effective services to victims of crime. DCJS has secured federal “seed” funds to develop the academy curriculum and train the first class of students. VCU will be providing the staff to train the students and UR will provide the facilities where the training will take place.
  
  Correctional Services
  
  Through a federally-supported effort, DCJS is collaborating with the Department of Corrections to implement “evidence-based practices and programs” which should lead to improved client outcomes and a more effective/cost-effective use of current, limited resources.
  
  Evidence based practices and programs have been tested and are being implemented in many communities in Virginia to help the courts make more cost effective and better decisions when determining whether someone should be incarcerated.
  
  Re-entry programs and services have received renewed focus over the past couple of fiscal years. These programs, mostly operated by non-profit organizations, provide assistance to persons being released from incarceration. The services provided include life skills training, employability training and job placement, and assistance with finding housing. Studies have shown that providing these types of services to offenders as they return to society can help to reduce recidivism rates.
  
  Through collaboration with the Virginia Community Criminal Justice Association, Correctional Services has begun the design of a “program accreditation” process for the local state-funded community corrections programs.
  
  Standards & Training
  
  The Standards and Training section continues to be challenged in its efforts to fulfill its statutory responsibilities, while available resources are not keeping pace with the demands. There have not been significant new responsibilities added over the past 2 years, but the cost of meeting the existing ones has increased significantly. Much of the work of the section is performed at local law enforcement agencies. The cost of travel and lodging has increased significantly and the funds provided for this work have not. The challenge will be to determine how to meet our training and oversight responsibilities in the face of limited funding.
  
  All tasks related to the administration of training standards, school approval, employments, and terminations increase annually. Additionally, two changes have occurred in the past 12 months that impact the section. First is the full implementation of the law enforcement certification examination, which increases our costs. Second is the additional task of providing Alzheimer’s training to all first responders, to include fire and EMS personnel.
  
  Private Security Services
  
  Private Security services responsibilities have changed over the past 2 years with the addition of regulatory programs targeted at bail bondsman and bail enforcement agents. The development and implementation of these programs has consumed a significant amount of time over the past 2 years.
  
  In addition a technology project was begun to migrate from the current regulatory oversight systems to a commercial licensing application that will provide a stable computing environment and flexibility to add and change programs when needed. This project should be complete by the middle of 2009.
  
  
  Law Enforcement Services
  
  The demand for products and services from the law enforcement community continues to grow each year. With requests for new products and new services, along with the occasional direction from the legislature that such activities be certified or made accountable in a formal fashion, the demand on staff time and financial resources is correspondingly greater each year.
  
  Federal justice assistance funding has been a major financial resource for Virginia and all other states for over 30 years. The federal Justice Assistance Grant (JAG)/Byrne Memorial Grant fund that provides funding for law enforcement agencies has been significantly reduced over the past six years. During that period funding for homeland security has increased. While Virginia has received homeland security funding, it is not administered by DCJS and a minimal amount is directed to local law enforcement. A piece of good news is that the JAG/Byrne Grant for federal fiscal year 2007 increased for the first time and we are hoping this might become a trend.
  
  This past fiscal year we were given the responsibility of developing a campus security certification program. This is a significant responsibility that will probably only increase in light of recent events.
  
  The other significant change has been in the area of school safety. We have begun producing a school safety audit that reviews the school safety plans for all secondary schools in Virginia.
  
  Research Center
  
  The quality and quantity of products has been reduced because staff with the computer, statistical, and research skills needed to produce these products cannot be maintained due to layoffs and budget cuts. These skills are in demand by many employers that offer more attractive salaries and working conditions than offered by the state.
  
  Anticipated changes to the Research Center include:
  
  The demand for statistical, research, and evaluation products may increase as measurement and accountability become more in demand by government officials.
  The demand for technical assistance to localities may increase as automation becomes more widespread and necessary, especially in rural localities.
  The demand for planning and implementation of criminal justice data sharing is growing, especially in response to homeland security issues.
• Summary of Virginia's Ranking
  Since 1980, DCJS has been an active member of the National Criminal Justice Association (NCJA), a Washington D.C. based organization that represents state, tribal, and local governments on crime prevention and crime control issues. Its membership is very diverse, representing all facets of the criminal and juvenile justice community, from law enforcement, corrections, prosecution, defense, courts, victim-witness services, and educational institutions to federal, state, and local elected officials.
  
  DCJS has key representation on the NCJA Board of Directors. This national presence has allowed DCJS to share best practices, gain insight from other states' experiences with criminal justice issues, problems, and solutions, and maintain access to federal policy-makers.
  
  DCJS not only continues to be in the forefront nationally but internationally by working with other international delegates and federal representatives on public safety issues. The agency’s perspective on important criminal justice issues and policies is recognized by the fact that DCJS has numerous representations on various boards and associations including:
  
  • Executive Board of the International Association of State Directors of Law Enforcement Standards & Training (IADLEST)
  
  • International Association of Security and Investigative Regulators (IASIR)
  
  • Board of Directors of the International Community Corrections Association (ICCA)
  
  
  • Board of Directors for the National Association of Pretrial Services Agencies (NAPSA)
  
  In 2004, DCJS launched the first website in the nation that recognizes Virginia-registered private security professionals who died in the line of duty. This web-based memorial is known as the Virginia Private Security Memorial and can be found at our website www.dcjs.org.
  
  In 2000, DCJS received the Philip Hoke Award for Excellence in Analysis for the Statistics Management Report and Research/Policy Analysis categories for two crime research publications it prepared for state government policy makers. The two publications, Crime in the Commonwealth 1988-1998 and Evaluation of the Richmond City Continuum of Juvenile Justice Services Pilot Program: Final Report, received awards from the Bureau of Justice Statistics/Justice Research & Statistics Association. This was the first time a single state won the Hoke Award in both categories in the same year. DCJS also won the following year in the Statistics Management Report category for its publication Crime in Virginia: the 40-Year Picture of Where We Are Now.
  
  DCJS staffs the Virginia Law Enforcement Professional Standards Commission, which is comprised of sheriffs and chiefs of police who establish profession standards and administer the accreditation process by which Virginia agencies can be measured, evaluated, and updated. The Commission is the only one in the country where active law enforcement officers share the administrative responsibility to increase the effectiveness of efficiency of law enforcement agencies in the Commonwealth. DCJS promotes this unique collaboration of law enforcement professionals in its efforts to increase public safety and public confidence in law enforcement throughout Virginia.
• Summary of Customer Trends and Coverage
  With the implementation of the Virginia Domestic Violence Victim Fund, DCJS is providing funding, through a new grant program, to more civil legal assistance programs such as Legal Services offices, programs that are providing more multicultural services, and more services in rural areas of the Commonwealth.
  
  The addition of the regulation of bail bondsmen, bail recovery agents, and special conservators of the peace, all effective on or after July 1, 2005, significantly changed the customer base and workload in the area of Regulation of Professions and Occupations.
  
  The addition of the Campus Safety program adds campus police and other campus safety personnel to the agency customer base.
  
  Budget pressures have diminished the development of new programs and services and have challenged the agency to better utilize our scarce resources. Reductions to our personnel and program budgets have caused us to focus on providing our core services and to assess all of our services to ensure we are delivering them in the most efficient and effective manner. Over the past biennium we have added

• Summary of Future Direction and Expectations
  The current budget climate has caused significant tightening of available resources. This has caused us to assess priorities, review processes, and focus on our core mission of making grants, offering training opportunities, and regulatory services. Even with the current budget challenges there continue to be challenges in the criminal justice system in Virginia that we need to be focused on.
  
  Gang violence has emerged as an issue of concern throughout the Commonwealth and is expected to remain so for the foreseeable future. Through grant funding and research, DCJS will continue to support prevention, intervention, and suppression activities related to gangs.
  
  Recruitment and retention of qualified personnel in law enforcement, particularly minority personnel, will continue to require the Department’s attention in the areas of training, policy development, and technical assistance.
  
  Developments in technology, Internet-based and otherwise, will have broad impact on the way the Department manages its grant programs, conducts its licensing and regulatory activities, and delivers training. Making grant and regulatory applications and reporting available to DCJS customers on-line is in progress and development in this area will continue for the foreseeable future.
  
  Internet-based crimes, such as identity theft and crimes against children, continue to grow. DCJS will be providing training and technical assistance to state and local law enforcement agencies on the prevention and investigation of “on-line crime.”
  
  As the criminal justice planning and program development agency in the Commonwealth, the Department expects to continue addressing emerging issues, much as it has in the past in the areas of crime victims’ rights and services, school safety, and drug treatment courts. As budgets are squeezed interest is growing in finding alternatives to incarceration that maintain public safety, but help to reduce overall prison and jail costs. The issue of how law enforcment is handling individuals with mental health problems is moving to the fore, and local Crisis Intervention Teams are a potential solution. Additionally, there is interest in “specialized" court dockets, such as Mental Health Courts, Drug Courts as well as in the Law Enforcement and Public Health System model, which addresses individuals with mental health needs in the criminal justice system, particularly those in local jails. More generally, executive and legislative branch leaders are increasing their emphasis on measuring performance and implementing other evaluation tools to aid them in decision-making. The Department will need to continue and expand its efforts to provide meaningful information on the impact and effectiveness of its services and the programs it supports with grants. DCJS is in the process of completing a criminal justice plan that will provide information guidance policy makers and the criminal justice system in Virginia.
  
  Over the past federal fiscal year funding for the Justice Assistance Grant/Byrne program has begun to increase reversing a trend that has been going on for the last few years. This is the result of a coordinated national effort to bring attention to this most flexible of federal criminal justice system funding sources. The resulting increase helps not only state level criminal justice programs, but provides additional funding directly to Virginia localities.
  
  Additionally, DCJS has reorganized our service delivery in a more functional manner based on our major functions; grants, training, regulatory, and research. Among other benefits this will help to streamline the services we provide to localities and our other criminal justice system partners.
• Summary of Potential Impediments to Achievement
  The Department anticipates continued significant reductions in available state funds for grants and training, while demand for grant funding by localities, state agencies, and private nonprofit organizations will remain constant or increase. At the federal level, stimulus funding has provided a one-time increase in some specific program areas. We are using these funds to temporarily fill gaps in existing state services as well as build temporary capacity in local service providers. Once these funds are exhausted additional funding will be necessary if these gaps are to be filled on a more permanent basis.
  
  Funding reductions at both the state and federal level continue to put pressure on the agency to assess not only the way we provide our services, but also assess and prioritize what services we can continue to provide. These limitations cut across all agency programs and services and does make the agency vulnerable to criticism both in and out of state government.

• Description of the Agency's Products and/or Services:
  Training and Standards
  
  This section administers entry-level and in-service training standards by rule for law enforcement officers, jailors, courthouse and courtroom security officers, process service officers, and correctional officers of the Department of Corrections. Entry-level training standards by rule are also established for dispatchers of law enforcement personnel.
  
  The section administers standards for the certification and re-certification of criminal justice instructors, as well as the rules related to regional criminal justice academies.
  
  On a non-training regulatory issue, the section administers standards by rule on the storage and dissemination of criminal history record information and firearms transactions.
  
  The section conducts job task analyses on positions to determine mandatory training requirements for entry level training of criminal justice officers.
  
  The section contains a jails training unit comprised of eight personnel who develop lesson plans and deliver training at the certified criminal justice academies for jailor, court security, and process personnel to obtain compliance with training regulations. Training is also provided on another main issue addressing the preparation of law enforcement officers and other first responders to properly deal with persons suffering from Alzheimer’s disease.
  
  Other training directly involves technical training for local and state agency personnel responsible for submitting data using electronic systems of the section to include TREX, ACECORP, and ACETRAK.
  
  The section conducts on-site audits of those agencies storing and disseminating criminal history records information.
  
  The section administers, grades, and reports the results to the certified academies of the law enforcement officer certification examination to all students completing entry-level law enforcement officer training statewide.
  
  The section certifies and de-certifies law enforcement officers and regional jail officers in accordance with requirements of the Code of Virginia.
  
  The section certifies and re-certifies all certified academies authorized to deliver mandated training to Virginia’s criminal justice officers.
  
  The section monitors compliance with entry-level and in-service training for 40,000+ criminal justice officers in Virginia.
  
  In conjunction with the Finance section of DCJS, the section determines the amount of academy funding to be awarded to the 10 regional criminal justice academies from general fund and special fund sources. These monies are consistently in excess of $2,500,000 annually.
  
  
  Law Enforcement Services
  
  The LES Section is the primary monitor and coordinator of grants programs for local law enforcement agencies. We provide the same service to the Virginia State Police and other state level law enforcement agencies. Law Enforcement Services currently distributes Byrne/JAG funding, LETPP funding, State SRO Incentive Grant funding, and Community Policing funding.
  
  The section administers grant-funded programs for law enforcement at the state level. For example, bias-based policing research and training.
  
  Law Enforcement Services manages a variety of crime prevention programs and services, including the Certified Crime Prevention Community program, the Private Crime Prevention Practitioner certification program, the Crime Prevention Specialist certification program, the McGruff House program, Triad, and SHOCAP.
  
  The section provides training in CPTED, crime and intelligence analysis, neighborhood watch, women’s self-defense, identity theft, fraud, Triad, and homeland security.
  
  The Accreditation Center staffs and directs the activities of the Virginia Accreditation Program, which is managed by our partners, the Virginia Association of Chiefs of Police and the Virginia Sheriffs’ Association. There are more than 60 Virginia law enforcement agencies already accredited.
  
  The Virginia Center for School Safety is the primary source of training for School Resource Officers in Virginia. In addition, VCSS provides training to school officials and others who work with SROs or in school safety assignments. Many SROs throughout Virginia are funded through grant programs administered by this agency and monitored in this section. Many others began through this funding source. VCSS collaborates with the Department of Education and the Department of State Police to sponsor a major school safety conference each year.
  
  Law Enforcement Services is also responsible for establishing and maintaining minimum training standards for School Security Officers, as well as certifying them, training SSO instructors, and maintaining a database of all SSOs in Virginia.
  
  VCSS produces, under legislative mandate, an annual school safety audit report covering every public school and school district in the Commonwealth.
  
  VCSS also administers and directs a major youth leadership training program called the Youth Alcohol and Drug Abuse Prevention Project (YADAPP), now in its 23rd year and serving approximately 400 youth leaders from high schools throughout Virginia.
  
  LES maintains the Sample Directives for Law Enforcement Agencies Manual (model policy manual) available to all law enforcement agencies in Virginia, throughout the country, and beyond. Certain model policies are required to be maintained under the Code of Virginia.
  
  The section provides training and technical assistance to law enforcement agencies for policy development and management practices.
  
  Legislation passed in 2006 created a new function for DCJS that is carried out by the office of Campus Policing and Security. This office develops employment and training standards for campus security officers and must certify them for employment in that capacity. The office also develops training and model policies for campus police and security departments and delivers technical assistance upon request. Under terms of the statute, an industry Advisory Committee is formed to collaborate with the agency on these functions.
  
  The agency established an Office of Homeland Security to address all homeland security and anti-terrorism issues that come to this agency. This includes administration of the Law Enforcement Terrorism Prevention Program (LETPP) federal grant funds that come to Virginia through the Department of Emergency Services. This office will also direct homeland security training efforts by this agency. A Law Enforcement Command Advisory Group has been formed to collaborate with this agency in achieving better representation of local law enforcement in Virginia's homeland security plans, strategies, and funding opportunities. We collaborate with VDEM on developing Virginia's annual Homeland Security Grant application.
  
  
  Research Statistics, Evaluations, and Information Services
  
  Statistical/research reports on criminal justice topics are prepared on schedules and on an “as-needed” basis. Reports range from summary statistical reports to detailed research reports. A unique aspect of this service is that it integrates data from all areas of criminal justice, unlike the single focus aspect of reports from most line agencies.
  
  The Jail Inmate Forecast report is produced annually for the Secretary of Public Safety by analyzing jail inmate data reported to the State Compensation Board. The forecast is used by the Secretary and General Assembly money committees when planning expenditures for jail construction.
  
  Financial assistance allocation calculations allow DCJS to provide annual financial assistance to localities based on local crime rates and other relevant factors.
  
  Technical assistance with automated systems is provided to localities by having staff visit local criminal justice agencies, make presentations to local officials, and assist with needs assessments, product evaluations, and procurement of systems. The Research Center also administers a program that awards monetary grants to localities for automated records and communications systems.
  
  Evaluation reports on criminal justice programs are provided to the General Assembly, the Secretary of Public Safety, DCJS, and other criminal justice officials and practitioners. Surveys are conducted, databases are created, and site visits are made to conduct evaluations.
  
  The Integrated Justice Program provides planning, technical assistance, and grant funding to state and local agencies to modify/upgrade criminal justice databases to improve communication and information sharing.
  
  Policy and Planning Services
  
  This unit develops and coordinates agency-level planning including the statewide criminal justice plan. It also tracks and coordinates agency responses to legislative bills and resolutions during the General Assembly session, and provides responses to media and other outside requests for information. Additionally, the unit develops and maintains agency policies.
  
  Coordination of Asset Seizure and Forfeiture Activities
  
  DCJS, through the issuance of program guidelines, administers the Asset Forfeiture and Seizure Program. Support is provided to local law enforcement agencies through a reporting process that accounts for and returns to the locality proceeds from the sale of seized assets. Training is provided to local law enforcement agencies and Commonwealth’s Attorneys on all aspects of the program.
  
  Financial Assistance for Administration of Justice Services
  
  • Crime Victims
  
  The section provides grants to local units of government, state agencies, and private non-profit agencies along with brochures and other written resources for crime victims. Staff also offer training programs for victim advocates, law enforcement agencies, prosecutors, and others who work with crime victims. This section also serves as the knowledgeable expert regarding grant guidelines and grant management resources associated with sexual assault services and victim services. Staff develop and revise policies and provide technical assistance to localities in establishing, maintaining, and expanding victim assistance programs. The section provides direct services to crime victims through its toll-free statewide Virginia Crime Victim Assistance Infoline that includes information regarding their rights, referral services crisis intervention.
  
  • Juvenile Services
  
  As described above, DCJS administers three major funding streams that come to us from the federal Office of Juvenile Justice and Delinquency Prevention: Title V, Title II, and the Juvenile Accountability Block Grant (JABG) Program. Additionally, we continue to administer the last of the Challenge funds, to develop, adopt, and improve policies and programs in any of 10 specified Challenge areas. The Challenge portion of the JJDP Act was eliminated in 2002 when Congress consolidated a number of separate programs into one Delinquency Prevention Block Grant (DPBG) Program. The DPBG, although authorized, has not yet been funded by Congress.
  
  DCJS provides grants to localities along the juvenile justice continuum: prevention, community-based sanctions and treatment, and programs and services for serious, violent, chronic juvenile offenders. Additionally, we provide training and technical assistance as needed to help the field keep abreast of best practices, to inform about new trends, and to motivate them to continue to do their good work. The number of grants funded varies based on the amount of funds allocated. OJJDP has recently implemented a new performance measures requirement, so now all of the programs receiving funding from Title V, Title II, or JABG are required to submit performance measures data. This should help to increase accountability and ensure effective programming. We have moved toward funding replication of model or promising programs or strategies in order to make the most of our decreasing funds.
  
  The CASA program services include regulatory monitoring, grant administration, technical assistance to existing and developing programs, and training. We provide training to volunteers as well as to program directors and staff. We continue to expand the number of CASA programs across the state.
  
  The Children’s Justice Act program conducts much training throughout the year to further its objective of improving investigation, prosecution, and judicial handling of child abuse. The CJA program coordinator provides technical assistance to localities developing multi-disciplinary teams to investigate child abuse. Several publications and resources have been developed through this program. Additionally, funds from this program are available in the form of scholarship grants to allow local professionals to attend national conferences.
  
  • Correctional Services
  
  The Section develops policies and guidelines governing grants supporting corrections-related projects, reviews grant applications and makes recommendations on them to the Criminal Justice Services Board, and oversees and monitors those awarded by the Board for compliance with grant conditions and program standards. In conjunction with its administration of the CCCA/PSA Acts, the Section has also developed an automated database and case management system for use by the local programs, with software and communications infrastructure, maintenance and support.
  
  The Section develops and analyzes corrections-related legislation and budgets. It also conducts studies and reports on correctional issues as requested by the legislature and Secretary of Public Safety, and assists the Department of Corrections in reviewing required (for state reimbursement of jail construction costs) Community-Based Corrections Plans.
  
  Section staff serve on the Screening and Assessment Committee, represent the Department Director on the Governor’s Substance Abuse Services Council, serve on the District Court Forms Advisory Committee, and represent Virginia in national organizations such as the American Probation and Parole Association.
  
  • Administrative and Support Services
  
  The administrative function provides overall agency management and direction. This includes strategic planning, vision, goal setting, and resources needed to attain agency goals. The administrative division of the agency provides services to the agency and employees that include all human resource functions, finance and budgeting, payments, accounting, purchasing, computer hardware, software, and networking, and grant management and accounting. In addition, graphic design services and web content and design are also provided.
  
  • Business Regulation Services
  
  The Private Security Services Section is the regulatory authority for Private Security Services, Special Conservators of the Peace, Bail Bondsmen, and Bail Enforcement Agents and is responsible for processing applications for registration, certification, and licensure; ensuring that each individual, business, or training school meets the respective regulation requirements.
  
  The section establishes and is responsible for ensuring that individuals providing these services meet minimum entry and in-service training requirements.
  
  The section fingerprints every individual and reviews the criminal history report from the Department of State Police and the FBI prior to registration, certification, or licensure.
  
  The section trains every Business Compliance Agents in entry level and in-service training. The section also offers Instructor Development training to the industry.
  
  The section receives complaints, investigates and adjudicates cases, and audits the businesses and training schools to maintain compliance.
  
  The section's customer service specialist receives approximately 3,300 technical assistance calls a month and receives and processes over 58,000 applications a year.
  
  The section regulates four separate programs and all are under review or current regulatory promulgation in accordance with the Administrative Process Act and Executive Order #36.
  
  The section provides private security services training and monitoring through a grant received from Homeland Security.
  
  • Financial Assistance to Localities Operating Police Departments
  
  Verification of localities’ eligibility for funds; application of the prescribed distribution formula to each fiscal year’s appropriation to determine localities’ amounts; distribution of quarterly payments.
  
  Factors impacting products and services include the availability of the data required for the distribution formula, availability of information necessary to determine eligibility, and changes in the amount of funds to be distributed. The only change we anticipate, based on recent years’ experience, is an increase in the appropriation.
• Factors Impacting Agency Products and/or Services:
  Law Enforcement Services
  
  As one might expect, the demand for products and services for the law enforcement community continues to grow each year. With requests for new products and new services, along with the occasional direction from the legislature that such activities be certified or made accountable in a formal fashion, the demand on staff time and financial resources is correspondingly greater each year.
  
  Federal level funding has been a major financial resource for Virginia and all other states for over 30 years. That source of funding is now diminishing rapidly and major grant programs like the Byrne Memorial Fund and the Local Law Enforcement Block Grant are in danger of disappearing altogether. Some of this funding has presumably been moved into Homeland Security grant programs, but these programs are not administered through DCJS and are not administered in a very efficient or effective manner at either the State or federal level, making them far less useful to local law enforcement.
  
  Each time this agency is required to establish and maintain a certification procedure it creates a demand for additional staff. The alternative is to use existing staff and thereby lose their services for other activities.
  
  DCJS has been given several new responsibilities through legislative action during the past six years, for which the agency has never received sufficient or adequate staffing and funding. Examples include the Virginia Center for School Safety, the Office of Campus Policing and Security, and the Crime Prevention Center. Lack of resources significantly reduces the output and product development of these entities and impacts on customer services to a wide variety of law enforcement customers.
  
  Research, Statistics, Evaluations, and Information Services
  
  The scope and quantity of these products has been reduced because staff with the computer, statistical, and research skills needed to produce these products cannot be maintained due to layoffs and budget cuts. These skills are in demand by many employers that offer more attractive salaries and working conditions than offered by the state.
  
  
  Financial Assistance for Administration of Justice Services
  
  • Crime Victims
  
  The decline and the unpredictable availability of federal and state funding negatively impacts this section’s ability to provide necessary products and services to the crime victims of Virginia. Equally, the unvarying passage of legislative mandates with no appropriate increase in resources strain existing services for crime victims. Of particular interest is the need for additional resources for the new Virginia Domestic Violence Victim Fund. Staff vacancies also contribute to the uncertainty of providing timely products and services to victims of crime.
  
  • Juvenile Services
  
  The continued availability of funds, both federal (JJDP Act, JABG, National CASA Association State Grant funds, and CJA funds) and general (local CASA awards, match on JJDP and JABG programs) impacts the ability of DCJS to provide services to our customers.
  
  • Correctional Services
  
  Caseload growth in local programs without concomitant increases in funding/staffing are stretching supervision capacity to its limits
  
  The establishment, then elimination, of SABRE funding has left local programs with limited treatment capacity and resources
  
  Reductions in federal funding for Byrne and RSAT has significant implications for the limitation of program growth and innovation
  
  Increased attention to “reentry” at both the national and state level has implications for possible additional funding and increased support for DCJS supported Reentry programs
  
  Increasing numbers of non-English speaking offenders and defendants cannot be appropriately addressed within existing program capacities
  
  • Business Regulation Services
  
  Since Private Security Services had additional regulatory programs added to the section within a relatively short period of time, our turnaround time and our service to the industry will most likely be negatively affected. Basically, our customer base has changed from strictly private security to law enforcement, bail bonding, bail enforcement, and private security.
• Anticipated Changes in Products or Services:
  Research, Statistics, Evaluations and Information Services
  
  Demand for statistical, research, and evaluation products may increase as measurement and accountability become more in demand by government officials.
  
  Demand for technical assistance to localities may increase as automation becomes more widespread and necessary, especially in rural localities.
  
  Demand for planning and implementation of criminal justice data sharing is growing, especially in response to homeland security issues.
  
  Financial Assistances for Administration of Justice Services
  
  • Juvenile Services
  
  Over the last several years, the appropriations for juvenile justice and delinquency prevention programming have decreased, and at times, the earmarks have increased. This leaves less funding to distribute. The President’s budget has recommended no funding for the JABG program. This would eliminate a source of funds that has done much to change the way the juvenile justice system operates in Virginia. In the face of potential funding reductions, DCJS staff have been exploring ways to assist localities absent additional dollars: technical assistance, training, assessing existing resources in communities with an eye toward reallocating if necessary, etc.
  
  Many local CASA programs receive a VOCA grant each year to supplement the funds received through DCJS. VOCA funds have been threatened to be eliminated at the federal level. If this were to happen, DCJS would need to assist local programs in securing additional resources for local CASA programs. Through a Resource Development Grant from the National CASA Association, local programs will receive training in improving their own fundraising, but DCJS may need to step in to assist if programs were to sustain this significant loss of VOCA funds.
  
  At this time, federal CJA funds do not appear to be in jeopardy. Federal funds to support the American Prosecutor Research Institute’s (APRI's) National Child Protection Training Center (NCPTC) are in jeopardy. NCPTC provides the Finding Words training that Virginia will offer in 2006. Virginia will be receiving this training under funds NCPTC has already received, therefore, if NCPTC were to lose funding, Virginia would still be able to continue with its Finding Words program.
  
  • Correctional Services
  
  Through a federally supported effort, DCJS is collaborating with the Department of Corrections DOC to implement “evidence-based practices and programs” – this should lead to improved client outcomes and a more effective/cost-effective use of current, limited resources
  
  Through collaboration with VCCJA, Correctional Services has begun the design of a “program accreditation” process
  
  RSAT funding is being offered to local/regional jails for substance abuse program enhancement
  
  • Business Regulation Services
  
  As of July 1, 2005, the agency began issuing photo identification cards to our registrants. This will replace the DMV special identification card system currently being utilized.
  
  The Private Security Services section is also working on the future implementation of a new web based licensing system. Once implemented this interactive system will streamline processes and assist in the constituency meeting statutory requirements. This process is moving along as the section looks at every detail of the policy, procedures, and operations of the section as well as the industry to ensure the product meets the needs of all.

• Financial Overview:
  The agency's primary funding source is general funds. Of our $292,083,987 total budget for FY 2010, more than $197M is distributed to localities with police departments. The remainder of our budget is comprised of general and non-general funds that the agency administers and distributes to localities, state agencies, and nonprofit organizations to support local criminal justice system programs and services.
• Financial Breakdown:

  	FY 2009			FY 2010
  	General Fund	Nongeneral Fund		General Fund	Nongeneral Fund
  Base Budget	$246,705,381	$54,817,394		$245,060,381	$54,817,394
  Change To Base	$0	$0		$0	$0
  Agency Total	$246,705,381	$54,817,394		$245,060,381	$54,817,394

  This financial summary is computed from information entered in the service area plans.

• Overview
  Department of Criminal Justice Services has an authorized FTE level of 129 positions. 101 of those positions are filled and 28 are vacant. Additionally, the agency uses 22 part-time wage positions to supplement staffing.
  
  The Agency is comprised of two Divisions: Operations and Administration. The Division of Operations is comprised of the Office of Training and Program Assistance, the Office of Regulatory Affairs, and the Office of Strategic Development and Research.
  The Office Training and Program Assistance is divided into the Program Development unit, the Training unit, and the Program Management unit.
  The Office of Regulatory Affairs is divided into the Compliance Center, the Regulatory Center, and the Certification Center.
  The Office of Strategic Development and Research is divided into the Strategic Development Center and the Research Center.
  The Division of Administration is comprised of: the Office of Finance, the Office of Grants Administration, and the Office of Computer Services.
  
  The agency utilizes 24 different roles. The top five roles utilized at the agency includes: (1) Program Administration Specialist II; (2) Administrative Office Specialist III; (3) General Administration Manager II; (4) Trainer Instructor III; and (5) Program Administrative Specialist III. These five roles account for approximately two-thirds of the available manpower at the agency.
  
  Description of Agency Workforce
  
  The average age of the agency workforce is 47 with an average of 11.30 years of service. By contrast, the average age of the state workforce is 45.30 and the average state employee has 11.5 years of service.
  
  The average salary of the agency workforce is $54,907 and the median is $54,199. This exceeds the state mean and median salaries by 36% and 50% which are $40,256 and $35,997 respectively. The difference reflects the highly specialized and professional workforce required by the agency's mission.
  
  Currently 9 employees or approximately 7% are eligible for unreduced retirement. Of those, five employees are over age 65 with at least 5 years of state service, and four are age 50 or over with at least 30 years of state service. The highest proportion of those eligible for retirement are in the Program Administration II role where three employees or 7.6% within this role have over 30 years of service. Also, in combined career groups of Administrative Support, Financial Services, General Administration, and Human Resources, there are six individuals eligible for retirement.
• Human Resource Levels

  Effective Date	8/12/2009
  Total Authorized Position level	129
  Vacant Positions	-28
  Current Employment Level	101.0
  Non-Classified (Filled)	2
  Full-Time Classified (Filled)	101		breakout of Current Employment Level
  Part-Time Classified (Filled)	0
  Faculty (Filled)	0
  Wage	22
  Contract Employees	0
  Total Human Resource Level	123.0		= Current Employment Level + Wage and Contract Employees

• Factors Impacting HR
  The agency plans to provide more cross training opportunities within the section functions to minimize the drain of knowledge within the sections. Additionally, the agency plans to provide supervisory training opportunities to programmatic staff to prepare existing staff for higher level responsibilities.
  
  The agency will continue to explore opportunities for leveraging technology for workforce savings.
• Anticipated HR Changes
  Currently nine (9) employees are eligible for unreduced retirement. Within the next five years, approximately fourteen (14) additional employees will become eligible for unreduced retirement. In combination with the eight (8) employees currently eligible for unreduced retirement, approximately 18% of the current workforce would be eligible for unreduced retirement within the next five years. Retirement eligibility provides the greatest potential impact in the roles of Program Administration Specialist II, General Administration Manager II, and Administrative and Office Specialist II. Resources will be necessary to effectively manage the changing nature of the agency's workforce to assure responsiveness to constituents. This will include recruitment costs, severance costs, competitive salary offers, retention awards, and recognition awards.
  
  The agency is struggling in to absorb the increased work load created by the loss of two administrative staff members to the Department of Forensic Science.

• Narrative overview of the current state of IT in the agency:
  The Department of Criminal Justice Services has an up-to-date computer hardware and software network available to all employees that serves as the backbone to support the agency’s programs and services. DCJS employs application programmers who develop and maintain many of the agency specific computer applications that support our programs. The Virginia Information Technology Agency (VITA) and its' partner Northrup Grumman have taken over responsibility for our computer network and the hardware that runs on it. The agency pays a seat management fee to VITA for this service. This provides the basic computing and Internet access needed by the agency to make programs, funding, and services available to the criminal justice community in Virginia.
  
  DCJS employs application programmers who develop and maintain many of the agency specific computer applications that support our programs. The agency has also used outside application developers for some of our unique agency programs. Over the past two years the agency has been updating our databases with more current software versions or rewriting programs in more robust databases.
  
  The agency is very dependent on the Internet as an interactive tool to provide information to our customers and for our customers to provide information back to us. All agency applications are being developed or are being re-written to use the Internet as the main conduit to our customers.
  
  We have and will continue to constantly look at technology as a tool to allow us to more efficiently fulfill our responsibilities. This includes continuing to look for opportunities to automate internal business processes, using technology to allow our staff to be more efficient, using technology to take advantage of tele-work opportunities, and making our programs and services more accessible to our growing user base.
• Narrative description of the factors impacting agency IT:
  The biggest factor impacting our information technology resources is the emergence of VITA and the transformation of IT resources to a central authority. It would appear that, at least in the near term, this transformation will require the agency to spend more on information technology resources and applications without a significant increase in efficiency or level of service.
  
  Another factor is the fact that the ever changing technology landscape requires us to be diligent in determining where technology can be beneficial in enhancing and making more efficient our business processes and not technology for technologies sake.
  
  To continue to use our scarce resources as effectively as possible we need to continue to make more of our services and information available on the Internet or in electronic format.
• Describe any anticipated or desired changes to agency IT:
  DCJS is in the process of migrating several of the databases used by the Private Security section to a commercially available system called My License. This will provide a stable, more easily managed platform to carryout our licensing responsibilities.
  
  DCJS will continue to upgrade and change to web-based applications the agency’s grants management system (GMIS) and other appropriate agency applications. This will provide agency grantees with more grant information and the ability to perform a whole host of grant related functions through the Internet.
  
  DCJS will also continue efforts to image the paper documents that many of our sections maintain and replace them with electronic versions.
  
  More use of teleconferencing for meetings and trainings for the benefit of both our customers and ourselves.
  
  The transformation to VITA will require additional change and flexibility on the part of agency staff and our customers as services and systems become more standardized across state government.
• IT Current Services:

  	Cost - Year 1		Cost - Year 2
  	General Fund	Non-general Fund	General Fund	Non-general Fund
  Projected FY2010 VITA Service Fees	$0	$0	$0	$0
  Changes (+/-) to VITA Infrastructure	$0	$0	$0	$0
  Estimated VITA Infrastruture	$0	$0	$0	$0
  Specialized Infrastructure	$0	$0	$0	$0
  Agency IT Staff	$0	$0	$0	$0
  Non-agency IT Staff	$0	$0	$0	$0
  Other Application Costs	$5,000	$0	$5,000	$0
  Agency IT Current Services	$5,000	$0	$5,000	$0

  Comments:
  [Nothing entered]
• Proposed IT Investments

  	Cost - Year 1		Cost - Year 2
  	General Fund	Non-general Fund	General Fund	Non-general Fund
  Major IT Projects	$0	$0	$0	$0
  Non-major IT Projects From $100,000 - $1 Milliona Total Cost	$0	$41,900	$0	$78,100
  Non-major IT Projects Below $100,000 Total Cost	$0	$0	$0	$0
  Major IT Procurements - Stand-alone	$0	$0	$0	$0
  Non-major IT Procurements - Stand-alone	$0	$0	$0	$0
  Total Proposed IT Investments	$0	$41,900	$0	$78,100

• Projected Total IT Budget

  	Cost - Year 1		Cost - Year 2
  	General Fund	Non-general Fund	General Fund	Non-general Fund
  Agency IT Current Services	$5,000	$0	$5,000	$0
  Total Proposed IT Investments	$0	$41,900	$0	$78,100
  Agency Projected Total IT Budget	$5,000	$41,900	$5,000	$78,100

• Current State of Capital Investments:
  Currently DCJS has one capital project outstanding. This is for the planning and maintenance of the site development for a Driver Training Facility at Fort Pickett. This facility would be used to train different categories of criminal justice officers in the various driving situations they encounter. While the agency has requested retaining approved funding that will be used to maintain the property according to the Department of Environmental Quality standards, plans are underway to transfer this project to the Virginia State Police.
• Factors Impacting Capital Investments:
  This project has been delayed due to funding issues and delays in the transfer of the deed to the agency. The final deed of property transfer was received and recorded in July 2007.
• Capital Investments Alignment:
  [Nothing entered]

Virginia’s public safety depends upon the careful planning and equitable implementation of policies and services within the criminal justice system.

Virginia must use its fiscal resources in a way that maximizes the public safety services it provides to its citizens.

Virginians working in the criminal justice system should be afforded the resources necessary to carry out their duties with skill and confidence.

Virginia must use its fiscal resources in a way that maximizes the public safety services it provides to its citizens.

DCJS will assist the CJSB to promulgate regulations that are necessary to implement law and protect the public safety and will ensure that citizens have reasonable access and opportunity to participate in the regulatory process.

DCJS will conduct agency business in an effective and proficient manner that contributes to the successful productivity of our employees and constituents.

Virginia must use its fiscal resources in a way that maximizes the public safety services it provides to its citizens.

This goal ensures compliance with federal regulations, policies and procedures for Commonwealth preparedness, as well as guidelines promolgated by the Assistant to the Governor for Commonweath Preparedness, in collaboration with the Governor's Cabinet, the Commonwealth Prparedness Working Group, the Department of Planning and Budget and the Council on Virginia's Future. The goal supports achievement of the Commonwealth's statewide goal of protecting the public's safety and secuirty, ensuring a fair and effective system of justice providing a prepared response to emergencies and disasters and diasters of all kinds.

• Factors Impacting the Products and/or Services:
  As one might expect, the demand for products and services for the law enforcement community continues to grow each year. With requests for new products and new services, along with the occasional direction from the legislature that such activities be certified or made accountable in a formal fashion, the demand on staff time and financial resources is correspondingly greater each year.
  
  Federal level funding has been a major financial resource for Virginia and all other states for over 30 years. That source of funding is now diminishing rapidly and major grant programs like the Byrne Memorial Fund and the Local Law Enforcement Block Grant are in danger of disappearing altogether. Some of this funding has presumably been moved into Homeland Security grant programs, but these programs are not administered through DCJS and are not administered in a very efficient or effective manner at either the State of federal level, making them far less useful to local law enforcement.
  
  Each time this agency is required to establish and maintain a certification procedure it creates a demand for additional staff. The alternative is to use existing staff and thereby lose their services for other activities.
  
  DCJS has been given several new responsibilities through legislative action during the past six years, for which the agency has never received sufficient or adequate staffing and funding. Examples include the Virginia Center for School Safety, the Office of Campus Policing and Security, and the Crime Prevention Center. Lack of resources significantly reduces the output and product development of these entities and impacts on customer services to a wide variety of law enforcement customers.
• Anticipated Changes to the Products and/or Services
  [Nothing entered]
• Listing of Products and/or Services
  • This section administers entry-level and in-service training standards by rule for law enforcement officers, jailors, courthouse and courtroom security officers, process service officers, and correctional officers of the Department of Corrections. Entry-level training standards by rule are also established for dispatchers of law enforcement personnel. The section administers standards for the certification and re-certification of criminal justice instructors, as well as the rules related to regional criminal justice academies. On a non-training regulatory issue, the section administers standards by rule on the storage and dissemination of criminal history record information and firearms transactions. The section conducts job task analyses on positions to determine mandatory training requirements for entry level training of criminal justice officers. The section contains a jails training unit comprised of eight personnel. This unit develops lesson plans and delivers training at the certified criminal justice academies throughout the state for jailor, court security, and process personnel in order to obtain compliance with training regulations. Additionally, training is provided to address another major issue facing not only criminal justice officers, but all first responder personnel as well. The Alzheimer’s disease training program, consisting of one full-time trainer, prepares law enforcement officers and other first responders to properly identify, communicate with, and search for missing persons suffering from this disease. Training is also conducted on how to obtain various resources to assist care-givers, patients, and first responder personnel in providing the assistance needed for dealing with this growing issue Other training directly involves technical training for local and state agency personnel responsible for submitting data using electronic systems of the section to include TREX, ACECORP, and ACETRAK. The section conducts on-site audits of those agencies storing and disseminating criminal history records information. The section also administers, grades, and reports the results to the certified academies of the law enforcement officer certification examination for all students completing entry-level law enforcement officer training statewide. The section certifies and de-certifies law enforcement officers and regional jail officers in accordance with requirements of the Code of Virginia. The section certifies and re-certifies all certified academies authorized to deliver mandated training to Virginia’s criminal justice officers. The section monitors compliance with entry-level and in-service training for 40,000+ criminal justice officers in Virginia. In conjunction with the Finance section of DCJS, the section determines the amount of academy funding to be awarded to the 10 regional criminal justice academies from general fund and special fund sources. These monies are consistently in excess of $2,500,000 annually.
  • The LES Section is the primary monitor and coordinator of grants programs for local law enforcement agencies. We provide the same service to the Virginia State Police and other state level law enforcement agencies. Law Enforcement Services currently distributes Byrne/JAG funding, Law Enforcement Terrorism Prevention Program (LETPP) funding, State School Resource Officer (SRO) Incentive Grant funding, and Community Policing funding. The section administers grant-funded programs for law enforcement at the state level. One such program is bias-based policing research and training. Law Enforcement Services manages a variety of crime prevention programs and services, including the Certified Crime Prevention Community program, the Private Crime Prevention Practitioner certification program, the Crime Prevention Specialist Certification program, the McGruff House program, Triad, and Serious Habitual Offender Comprehensive Action Program (SHOCAP). The section provides training in Crime Prevention Through Environmental Design (CPTED), crime and intelligence analysis, neighborhood watch, women’s self-defense, identity theft, fraud, Triad, and homeland security. The Accreditation Center staffs and directs the activities of the Virginia Accreditation Program, which is managed by our partners, the Virginia Association of Chiefs of Police and the Virginia Sheriffs’ Association. There are more than 60 Virginia law enforcement agencies already accredited. The Virginia Center for School Safety (VCSS) is the primary source of training for School Resource Officers (SRO) in Virginia. In addition, VCSS provides training to school officials and others who work with SROs or in school safety assignments. Many SROs throughout Virginia are funded through grant programs administered by this agency and monitored in this section. Many others began through this funding source. VCSS collaborates with the Department of Education and the Department of State Police to sponsor a major school safety conference each year. Law Enforcement Services is also responsible for establishing and maintaining minimum training standards for School Security Officers (SOS), as well as certifying them, training SSO instructors, and maintaining a database of all SSOs in Virginia. VCSS produces, under legislative mandate, an annual school safety audit report covering every public school and school district in the Commonwealth. VCSS also administers and directs a major youth leadership training program called the Youth Alcohol and Drug Abuse Prevention Project (YADAPP), now in its 23rd year and serving approximately 400 youth leaders from 400 high schools in Virginia. LES maintains the Sample Directives for Law Enforcement Agencies Manual (model policy manual) available to all law enforcement agencies in Virginia, throughout the country, and beyond. Certain model policies are required to be maintained under the Code of Virginia. The section provides training and technical assistance to law enforcement agencies for policy development and management practices Legislation passed in 2006 created a new function for DCJS that is carried out by the Office of Campus Policing and Security. This office develops employment and training standards for campus security officers and must certify them for employment in that capacity. The office also develops training and model policies for campus police and security departments and delivers technical assistance upon request. Under terms of the statute, an industry Advisory Committee is formed to collaborate with the agency on these functions. The agency established an Office of Homeland Security to address all homeland security and anti-terrorism issues that come to this agency. This includes administration of the Law Enforcement Terrorism Prevention Program (LETPP) federal grant funds that come to Virginia through the Department of Emergency Services (VDEM). This office will also direct homeland security training efforts by this agency. A Law Enforcement Command Advisory Group has been formed to collaborate with this agency in achieving better representation of local law enforcement in Virginia's homeland security plans, strategies, and funding opportunities. We collaborate with VDEM on developing Virginia's annual Homeland Security Grant application.

• Provide training and education on best practices and techniques and emerging issues and trends to criminal justice practitioners and allied professionals.
  Objective Measures
  • We will provide training and education to criminal justice practitioners and professionals that are rated at or above satisfactory by those attending the training.
    Measure Class:

    Governor's Key

    Measure Type:

    Outcome

    Measure Frequency:

    Quarterly

    Preferred Trend:

    Up

    Key Summary:

    Measure Baseline Value:

    95

    Date:

    Measure Baseline Description: 95% of those who attended agency training in FY05 rated it as satisfactory or above.

    Measure Target Value:

    95

    Date:

    6/30/2010

    Measure Target Description: DCJS training will be rated at satisfactory or above by at least 95% of those attending agency training events.

    Data Source and Calculation: DCJS will qualitatively measure the value of its training by using an evaluation instrument that includes a Likert Scale: a) Strongly Agree; b) Agree; c) Somewhat disagree; d) Disagree; and e) Strongly disagree.

• Factors Impacting the Products and/or Services:
  The scope and quantity of these products has been reduced because staff with the computer, statistical, and research skills needed to produce these products cannot be maintained due to layoffs and budget cuts. These skills are in demand by many employers that offer more attractive salaries and working conditions than offered by the state.
  
  Although much of the statistical work performed by the section is required by Code, the state does not provide funding for the work. Instead, the state relies on federal funding to support these Code-mandated activities at a time when the federal funding is diminishing.
• Anticipated Changes to the Products and/or Services
  Demand for statistical, research, and evaluation products may increase as measurement and accountability become more in demand by government officials.
  
  Demand for technical assistance to localities may increase as automation becomes more widespread and necessary, especially in rural localities.
  
  Demand for planning and implementation of criminal justice data sharing is growing, especially in response to homeland security issues.
• Listing of Products and/or Services
  • Statistical/research reports on criminal justice topics are prepared on schedules and on an “as-needed” basis. Reports range from summary statistical reports to detailed research reports. A unique aspect of this service is that it integrates data from all areas of criminal justice, unlike the single focus aspect of reports from most line agencies. The Jail Inmate Forecast report is produced annually for the Secretary of Public Safety by analyzing jail inmate data reported to the State Compensation Board. The forecast is used by the Secretary and General Assembly money committees when planning expenditures for jail construction. Financial assistance allocation calculations allow DCJS to provide annual financial assistance to localities based on local crime rates and other relevant factors. Technical assistance with automated systems is provided to localities by having staff visit local criminal justice agencies, make presentations to local officials, and assist with needs assessments, product evaluations, and procurement of systems. The Research Center also administers a program that awards monetary grants to localities for automated records and communications systems. Evaluation reports on criminal justice programs are provided to the General Assembly, the Secretary of Public Safety, DCJS, and other criminal justice officials and practitioners. Surveys are conducted, databases are created, and site visits are made to conduct evaluations. The Integrated Justice Program provides planning, technical assistance, and grant funding to state and local agencies to modify/upgrade criminal justice databases to improve communication and information sharing. Policy and Planning Services This unit develops and coordinates agency - level planning including the statewide criminal justice plan. It also tracks and coordinates agency responses to legislative bills and resolutions during the General Assembly sessions, and provides responses to media and other outside requests for information. Additionally, the unit develops and maintains agency policies.

• To develop a statewide comprehensive criminal justice plan as directed by the Code of Virginia for the improvement of criminal justice.
  Objective Measures
  • A measure of the effectiveness of the plan is the planning process itself. This measure rates the planning process by surveying the broad spectrum of criminal justice and related professionals who participate in the development of the plan.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Maintain

    Measure Baseline Value:

    5

    Date:

    Measure Baseline Description: The participant rating of the planning process will be on a scale of 1 to 5 with 5 being the highest attainable rating.

    Measure Target Value:

    4

    Date:

    6/30/2010

    Measure Target Description: The planning process will receive an average rating of 4 out of a possible 5.

    Data Source and Calculation: Those participating in the development of the plan will assess the rating of the planning process. Participants will include both local and state criminal justice professionals.

• Factors Impacting the Products and/or Services:
  [Nothing entered]
• Anticipated Changes to the Products and/or Services
  [Nothing entered]
• Listing of Products and/or Services
  • DCJS, through the issuance of program guidelines, administers the Asset Forfeiture and Seizure Program. Support is provided to local law enforcement agencies through a reporting process that accounts for and returns to the locality proceeds from the sale of seized assets. Training is provided to local law enforcement agencies and Commonwealth’s Attorneys on all aspects of the program.

• Distribute proceeds from assets seized and forfeited on drug cases as directed by the code of Virginia and the asset seizure program guidelines, to provide financial assistance to local law enforcement agencies.
  Objective Measures
  • The return of assets seized under this program allows localities to provide financial assistance to law enforcement agencies to support the local criminal justice system.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Quarterly

    Preferred Trend:

    Down

    Measure Baseline Value:

    Date:

    Measure Baseline Description: For FY05, DCJS returned approximately $5 million to the submitting local law enforcement agencies.

    Measure Target Value:

    30

    Date:

    6/30/2010

    Measure Target Description: DCJS will return proceeds from forfeited assets on average within 30 days of the final submission of a forfeited asset case.

    Data Source and Calculation: Assess quarterly the length of time to process and return proceeds from completed seized asset cases to the submitting locality.

• Factors Impacting the Products and/or Services:
  Juvenile Services
  
  The continued availability of funds, both federal (JJDP Act, JABG, National CASA Association State Grant funds, and CJA funds) and general (local CASA awards, match on JJDP and JABG programs) impacts the ability of DCJS to provide services to our customers.
  
  Correctional Services
  
  Caseload growth in local programs without concomitant increases in funding and staffing are stretching supervision capacity to its limits.
  
  The establishment, then elimination, of SABRE funding has left local programs with limited treatment capacity and resources
  
  Reductions in federal funding for Byrne and Residential Substance Abuse Treatment (RSAT) have significant implications for the limitation of program growth and innovation
  
  Increased attention to “reentry” at both the national and state level has implications for possible additional funding and increased support for DCJS supported Reentry programs or for a significant restructuring of how reentry is addressed by state government.
  
  Increasing numbers of non-English speaking offenders and defendants cannot be appropriately addressed within existing program capacities
  
  
  Victims Services
  
  The decline and the unpredictable availability of federal and state funding negatively impacts this section’s ability to provide necessary products and services to the crime victims of Virginia. Equally, the unvarying passage of legislative mandates with no appropriate increase in resources strain existing services for crime victims. Of particular interest is the need for additional resources for the new Virginia Domestic Violence Victim Fund. Staff vacancies also contribute to the uncertainty of providing timely products and services to victims of crime.
• Anticipated Changes to the Products and/or Services
  Juvenile Services
  
  Over the last several years, the appropriations for juvenile justice and delinquency prevention programming have decreased, and at times, the earmarks have increased. This leaves less funding to distribute. The President’s budget has has routinely eliminated funding for the JABG grant, and this year went further by recommending the pooling of all funds for juvenile justice and delinquency prevention into one pot to be distributed competitively to the states. This would eliminate a source of funds that has done much to change the way the juvenile justice system operates in Virginia. In the face of funding reductions, DCJS staff continue to explore ways to assist localities absent additional dollars: technical assistance, training, assessing existing resources in communities with an eye toward reallocating if necessary, etc.
  
  Correctional Services
  
  Through a federally supported effort, DCJS is collaborating with the Department of Corrections Department of Corrections (DOC) to implement “evidence-based practices and programs” – this should lead to improved client outcomes and a more effective/cost-effective use of current, limited resources
  
  Through collaboration with Virginia Community Corrections Justice Association (VCCJA), several risk assessment tools have been adopted by and are being adapted for use with local probation and pretrial services programs - this is in support of its EBP initiative.
  
  Residential Substance Abuse Treatment (RSAT) funding is being offered to local/regional jails for substance abuse program enhancement.
• Listing of Products and/or Services
  • The section provides grants to local units of government, state agencies, and private non-profit agencies along with brochures and other written resources for crime victims. Staff also offer training programs for victim advocates, law enforcement agencies, prosecutors, and others who work with crime victims. This section also serves as the knowledgeable expert regarding grant guidelines and grant management resources associated with sexual assault services and victim services. Staff develop and revise policies and provide technical assistance to localities in establishing, maintaining, and expanding victim assistance programs. The section provides direct services to crime victims through its toll-free statewide Virginia Crime Victim Assistance Infoline that includes information regarding their rights, referral services crisis intervention.
  • The LES Section is the primary monitor and coordinator of grants programs for local law enforcement agencies. We provide the same service to the Virginia State Police and other state level law enforcement agencies. Law Enforcement Services currently distributes Byrne/JAG funding, LETPP funding, State SRO Incentive Grant funding, and Community Policing funding. The section administers grant-funded programs for law enforcement at the state level. For example, bias-based policing research and training. Law Enforcement Services manages a variety of crime prevention programs and services, including the Certified Crime Prevention Community program, the Private Crime Prevention Practitioner certification program, the Crime Prevention Specialist certification program, the McGruff House program, Triad, and SHOCAP. The section provides training in CPTED, crime analysis, neighborhood watch, women’s self-defense, identity theft, fraud, Triad, and homeland security. The Virginia Center for School Safety is the primary source of training for School Resource Officers in Virginia. In addition, VCSS provides training to school officials and others who work with SROs or in school safety assignments. Many SROs throughout Virginia are funded through grant programs administered by this agency and monitored in this section. Many others began through this funding source. Law Enforcement Services is also responsible for establishing and maintaining minimum training standards for School Security Officers, as well as certifying them, training SSO instructors, and maintaining a database of all SSOs in Virginia. VCSS produces, under legislative mandate, an annual school safety audit report covering every public school and school district in the Commonwealth. VCSS also administers and directs a major youth leadership training program called the Youth Alcohol and Drug Abuse Prevention Project (YADAPP), now in its 25th year and serving approximately 400 youth leaders from 400 high schools in Virginia. LES maintains the Sample Directives for Law Enforcement Agencies Manual (model policy manual) available to all law enforcement agencies in Virginia, throughout the country, and beyond. Certain model policies are required to be maintained under the Code of Virginia. The section provides training and technical assistance to law enforcement agencies for policy development and management practices
  • As described above, DCJS administers three major funding streams that come to us from the federal Office of Juvenile Justice and Delinquency Prevention: Title V, Title II, and the Juvenile Accountability Block Grant (JABG) Program. Additionally, we continue to administer the last of the Challenge funds, to develop, adopt, and improve policies and programs in any of 10 specified Challenge areas. The Challenge portion of the Juvenile Justice Delinquency Prevention (JJDP) Act was eliminated in 2002 when Congress consolidated a number of separate programs into one Delinquency Prevention Block Grant (DPBG) Program. The DPBG, although authorized, has not yet been funded by Congress. DCJS provides grants to localities along the juvenile justice continuum: prevention, community-based sanctions and treatment, and programs and services for serious, violent, chronic juvenile offenders. Additionally, we provide training and technical assistance as needed to help the field keep abreast of best practices, to inform about new trends, and to motivate them to continue to do their good work. The number of grants funded varies based on the amount of funds allocated. Office of Juvenile Justice Delinquency Prevention (OJJDP) requires all of the programs receiving funding from Title V, Title II, or JABG to submit performance measures data. This helps to increase accountability and ensure effective programming. We have moved toward funding replication of model or promising programs or strategies in order to make the most of our decreasing funds. The CASA program services include regulatory monitoring, grant administration, technical assistance to existing and developing programs, and training. We provide training to volunteers as well as to program directors and staff. We continue to seek to expand the number of CASA programs across the state. The Children’s Justice Act program offers training furthering its objective of improving investigation, prosecution, and judicial handling of child abuse and neglect cases. The CJA program coordinator provides technical assistance to localities developing multi-disciplinary teams to investigate child abuse. Several publications and resources have been developed through this program. Additionally, funds from this program are available in the form of scholarship grants to allow local professionals to attend national conferences.
  • The Section develops policies and guidelines governing grants supporting corrections-related projects, reviews grant applications and makes recommendations on them to the Criminal Justice Services Board, and oversees and monitors those awarded by the Board for compliance with grant conditions and program standards. In conjunction with its administration of the CCCA/PSA Acts, the Section has also developed an automated database and case management system for use by the local programs, with software and communications infrastructure, maintenance and support. The Section develops and analyzes corrections-related legislation and budgets. It also conducts studies and reports on correctional issues as requested by the legislature and Secretary of Public Safety, and assists the Department of Corrections in reviewing required (for state reimbursement of jail construction costs) Community-Based Corrections Plans. Section staff represent the Department Director on the Governor's Substance Abuse Services Council, represent the Department Director on the State-wide Drug Treatment Court Advisory Committee of the Supreme Court, and represent Virginia in national organizations such as the American Correctional Association, the International Community Corrections Association, and the State Community Corrections Act Administrator's Network.

• Use all available federal and state funds to provide grants to eligible localities, state agencies, and non-profit organizations to support efforts to reduce crime.
  Objective Measures
  • We will review quarterly grant reports by agency grant monitors to review progress by grantees toward meeting grant goals.
    Measure Class:

    Governor's Key

    Measure Type:

    Output

    Measure Frequency:

    Quarterly

    Preferred Trend:

    Maintain

    Key Summary:

    Measure Baseline Value:

    Date:

    Measure Baseline Description: Agency grant monitors will review quarterly reports from grantees to determine progress toward meeting goals as stated in the grant application.

    Measure Target Value:

    100

    Date:

    6/30/2010

    Measure Target Description: Review 100% of quarterly grant reports within 45 days of submission to DCJS.

    Data Source and Calculation: DCJS cannot control the amount of funds it has available to distribute each year. That is determined by federal and state appropriations, accruals in special funds, and assets seized by local law enforcement. The measure is calculated using data from DCJS' Grant Management Information System (GMIS), which details the number of grants and the amount of funds awarded from its accounting and CARS documentation of the "599" payments made and from seized asset distribution records.

  • On-site and other types of monitoring (e.g. via telephone or in meetings with groups of grant recipients).
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Maintain

    Measure Baseline Value:

    Date:

    Measure Baseline Description: On-sight and other type of monitoring will be conducted annually.

    Measure Target Value:

    25

    Date:

    6/30/2010

    Measure Target Description: Annually at least 25% of all outstanding grants will receive either a site visit or other monitoring.

    Data Source and Calculation: Oversight to ensure that grantees are meeting their stated grant goals will be done by onsite and other types of monitoring and by staff review of grant recipients' quarterly reports.

• Factors Impacting the Products and/or Services:
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• Anticipated Changes to the Products and/or Services
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• Listing of Products and/or Services
  • The administrative function provides overall agency management and direction. This includes strategic planning, vision, goal setting, and resources needed to attain agency goals. The administrative division of the agency provides services to the agency and employees that include all human resource functions, finance and budgeting, payments, accounting, purchasing, computer hardware, software, and networking, and grant management and accounting. In addition, graphic design services and web content and design are also provided.

• To ensure that resources are used efficiently and programs are managed effectively, and in a manner consistent with applicable state and federal requirements.
  Objective Measures
  • We will provide effective administrative support in specific areas in accord with the Governor's Management Scorecard to support the agency's mission.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Quarterly

    Preferred Trend:

    Up

    Measure Baseline Value:

    Date:

    Measure Baseline Description: The agency's 2007 score.

    Measure Target Value:

    3

    Date:

    6/30/2010

    Measure Target Description: DCJS will receive a meets expectations or better on the Governor's Management Scorecard for Fy07.

    Data Source and Calculation: The Management Scorecard grades agencies on six criteria. Ratings are obtained by dividing the number of "Meets Expectations" by six.

• Factors Impacting the Products and/or Services:
  Since the Private Security Services Section had additional regulatory programs added to the section within a relatively short period of time, and a reduction in staffing due to the current budget climate, the turnaround time and our service to the industry has been negatively affected. The customer base has been changed from strictly private security to now include locksmiths, special conservators, bail bonding, and bail enforcement. Once the Section is able to increase staffing levels, the processing time and service to the constituency as well as the ability to educate public safety agencies and citizens of the Commonwealth will greatly improve.
• Anticipated Changes to the Products and/or Services
  The Private nSecurity Services section is also working on the future implementation of a new web based licensing system. Once implemented this interactive system will streamline processes and assist in the constituency meeting statutory and regulatory requirements. This process is moving along as the section looks at every detail of the policy, procedures, and operations of the section as well as the industry to ensure the product meets the needs of all.
• Listing of Products and/or Services
  • The Private Security Services Section is the regulatory authority for Private Security Services, Special Conservators of the Peace, Bail Bondsmen and Bail Enforcement Agents and is responsible for processing applications for registration, certification, and licensure; ensuring that each individual, and or business and training school meets the Code and respective Regulation requirements. The section establishes and is responsible for ensuring that individuals providing these services meet minimum entry and in-service training requirements. The section fingerprints every individual and reviews the criminal history report from the Department of State Police and the FBI prior to registration, certification, or licensure. The section trains Business Compliance Agents in the entry level and in-service training. The section also offers General Instructor Development Training and Firearms Instructor Training to the industry. The section receives complaints, investigates and adjudicates cases, and audits the businesses and training schools to maintain compliance. The section's customer service specialist receives approximately 3,800 technical assistance calls a month and receives and processes over 63,000 applications a year. The section regulates four separate programs and all are under review or current regulatory promulgation in accordance with the Administrative Process Act and Executive Order #36.

• Conduct agency regulatory activities consistent with the Administrative Process Act.
  Objective Measures
  • Develop and promulgate regulations in adherence with the regulatory processes and requirements as defined in the State Administrative Process Act.
    Measure Class:

    Other

    Measure Type:

    Outcome

    Measure Frequency:

    Annual

    Preferred Trend:

    Maintain

    Measure Baseline Value:

    100

    Date:

    Measure Baseline Description: In FY05, DCJS maintained a 100% adherence rate with the Administrative Process Act time deadlines and requirements.

    Measure Target Value:

    100

    Date:

    6/30/2010

    Measure Target Description: DCJS will meet the Administrative Process Act requirements and deadlines for agency regulatory programs 100% of the time.

    Data Source and Calculation: DCJS will review regulatory files on an annual basis to determine if APA deadlines and other requirements have been met. DCJS will also coordinate its efforts with the Virginia Town Hall.

• Factors Impacting the Products and/or Services:
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• Anticipated Changes to the Products and/or Services
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• Listing of Products and/or Services
  • Annual verification of localities’ eligibility for funds; application of the prescribed distribution formula to each fiscal year’s appropriation to determine localities’ amounts; distribution of quarterly payments. Factors impacting products and services include the availability of the data required for the distribution formula and changes in the amount of funds to be distributed. The only changes we anticipate, based on recent years’ experience, is an increase in the appropriation and increased efforts to monitor local reporting of crime data needed to calculate the distribution amounts.

• Distribute the "599" financial assistance to localities in accordance with the eligibility requirements, distribution formula, and timetable prescribed in the Code of Virginia.
  Objective Measures
  • Distribute appropriated financial assistance to eligible localities with police departments.
    Measure Class:

    Other

    Measure Type:

    Output

    Measure Frequency:

    Quarterly

    Preferred Trend:

    Maintain

    Measure Baseline Value:

    Date:

    Measure Baseline Description: Funds will be distributed as directed by the Code of Virginia.

    Measure Target Value:

    5

    Date:

    6/30/2010

    Measure Target Description: Funds will be distributed electronically to all eligible localities within 5 business days of the end of the calendar quarter.

    Data Source and Calculation: Funds were distributed as directed by the appropriation act and the code of Virginia. Agency personnel issued electronic payments and maintained source documents that verify the date payments were issued and the time period the payments covered.