Byrne Grant - Reentry Information Sharing Initiative

Transcription

1 Byrne Grant - eentry Information Sharing Initiative Background For key partners in reentry to work together effectively, an important issue needs attention: how the programs and agencies involved in reentry initiatives can share accurate, timely, complete, and appropriately secured information with one another. Information sharing helps responsible partners to manage offenders upon release and provide appropriate notifications to victims and service agencies, and generally facilitates effective reentry. Information sharing properly begins upon notification that the offender has returned to the community. This inmate release notification is a critical exchange for most reentry partners. Knowledge of an inmate s release or transfer is needed, for example, by those who will deal with the offender s health (especially sobriety), employment, and housing. The inmate s disciplinary history, mental health assessments, drug test results, skills assessments, and other information collected during custody provide useful and actionable information for post-incarceration service providers. Law enforcement partners seek detailed information pertaining to identity, behavior, and associations. ustody information can also help police to rule out suspects who may have been incarcerated at the time an incident occurred.1 To meet this variety of needs, notification should contain the general information about an offender and be provided to the law enforcement agencies in the community as well as the social service agencies. Thus, detailed records can be requested by any appropriate agency upon notification. ASA s eentry Information Sharing Initiative is addressing this critical information sharing issue. The foundations are already available in the information sharing standards developed by the Global Justice Information Sharing Initiative the National Information Exchange Model (NIEM), Justice eference Architecture (JA), and Global Federated Identity and Privilege Management (GFIPM). ASA is working as a team to build on these standards and capitalize on recent successes in constructing information sharing models for corrections with the American Probation and Parole Association (APPA), the IJIS Institute, and the National onsortium for Justice Information and Statistics (SEAH). Project Goal and Overview The goal of this project is to design, develop and implement a set of information sharing capabilities that can be used by the corrections community to exchange information with law enforcement, public safety, human/social services partners, and other community resources that participate in the offender reentry process. Project participants, hereinafter referred to as Pilots, will be expected to design, develop and implement these exchanges 1 Association of State orrectional Administrators, 2009

2 with assistance and guidance provided by BJA, ASA, SEAH, APPA and the IJIS Institute, hereinafter referred to as the TA Staff. The scope of each pilot project will be determined during the first on-site visit. Pilot projects may include information sharing capabilities from corrections to reentry partners and from reentry partners to corrections. Four Pilot Participants will be selected for participation in the eentry Project representing both state and local corrections reentry environments. Pilot Participants will be selected based upon their commitment, technical readiness and ability to collaborate with their reentry partners and stakeholders. Pilot Project Activities and Deliverables Each Pilot Team will participate in and be responsible for the following activities and deliverables in order to achieve their project goal: 1. Identify Project Scope and Participants (On-site) Pilot Teams will meet to clearly define the scope, participants and expectations for the Pilot Project. This meeting will be held at the Pilot Project location with representatives of the Pilot Team and the TA staff. epresentatives of all agencies and service providers participating in the Pilot Project are expected to attend this session. TA staff will work with the Lead Pilot Agency to identify the appropriate representatives. TA staff will facilitate this session. Outcomes and esponsibilities: The outcome of this meeting will be a high-level project plan for the Pilot Project, which will include the designation of an accountable project manager from the Pilot Team, project management approach, project scope, participants, resource and communications requirements, funding requirements and risk management strategies. The Pilot Team will develop this plan with assistance from the TA staff. On-site TA will be provided to support this activity. Target timeframe: late March April or early April May Deliverables: Project Plan 2. Define Priority Information Exchange equirements (On-site) Pilot Teams will define the business processes and associated information exchanges that will be included in the Pilot Project. TA staff will facilitate a 2-3 day workshop with the Pilot Team employing techniques supporting the Justice eference Architecture (JA) Guidelines for Identifying and Designing Services 2 to identify and prioritize information exchanges. Where possible, the Pilot Teams will use exchanges and supporting design artifacts that have already been developed and further refine them as necessary. It is the intent of this project that Pilot Teams take advantage of existing exchange specifications as much as possible. ajarral 7/24/10 8:31 PM omment: Does this still hold true after our last conference call? 2

3 Outcomes and esponsibilities: The outcome from this meeting is completion of JA service specification design artifacts for each capability. The TA staff will provide guidance and facilitation to the Pilot Team to develop this material. The Pilot Team/Pilot Lead Agency will then take ownership of this of these materials to guide service development. On-site TA will be provided to support this activity. Target timeframe: late April - May Deliverables: equirements Definition Documentation possibly facilitated by use of the JIEM modelmodel 3. Develop a Business Process Action Plan (emote/in-house) The Business Process Action Plan will assess the business processes procedures and policies that must be addressed in order to implement the Pilot Project exchanges. The action plan should address the following issues: Establish a Memorandum of Understanding (MOU)/Memorandum of Agreement (MOA)/Service Level Agreement (SLA) or other governance document between the participating agencies Privacy requirements hanges to business processes or procedures Training or outreach requirements for front-line users Project management approach, including risk management (identification and mitigation) Long-term governance and sustainable funding plan (in addition to the MOU, a formal governance structure may need to be established and will need to address long-term funding requirements). Outcomes and esponsibilities: The Pilot Team/Project Manager will be responsible for developing the Business Process Action Plan with assistance from the TA Staff. Pilot Team participants in this process should include executive and senior operational management staff (depending on the issue). emote TA can be provided by the TA staff to assist with this work. onsideration should be given to providing on-site TA to the initial Pilot Project to assess the level of TA support needed to complete this task. Target timeframe: April - May-June Deliverables: Governance/Project harter template Extended Project Business Process Action Plan and MOU s 4. onduct Technical Assessment and Develop a Technical Action Plan (On-site)

4 The Technology Action Plan will assess the ability of the Pilot Project to technically implement these exchanges. The Technology Action Plan will address topics such as: Openness (information sharing ability) of the participating systems Network connectivity and security readiness Message transport infrastructure / middleware requirements and readiness Staff skills development (e.g., NIEM, web services, etc.) Service management issues (who will be responsible for provisioning the exchange infrastructure and components when it is up and running) Outcomes and esponsibilities: The Pilot Team/Project Manager will be responsible for completing the Technology Action Plan with assistance from the TA Staff. Pilot Project participants in this activity should include senior-level technical staff (e.g., IO, architect, senior project manager) and possibly representatives from system vendors. Developing the Technology Action Plan may include on-site visits from TA staff to facilitate the development of this plan. Target timeframe: April - May-June This activity can occur in parallel with development of the Business Action Plan. Deliverables: Technical Assessment of Information Sharing apabilities and equirements Action Plan 5. Finalization of Service Specification Development (emote/in-house) Service specification development can begin after the Priority Exchanges have been defined. This activity can proceed in parallel and may be influenced by action plan development activities. Outcomes and esponsibilities: The Pilot Team/Project Manager will be responsible for finalizing the service specifications with assistance from the TA Staff. emote TA may be provided by the TA staff to assist with this work.* Target timeframe: June - July Deliverables: IEPDs and Service Specifications 6. eview Infrastructure, Exchanges and Specifications (On-site) The TA staff will meet with the Pilot Team to review the three primary deliverables and to address any design and develop issues. The Pilot Team may use this opportunity to transition the project to a development team.

5 Outcomes and esponsibilities: The TA staff will deliver and review the deliverables developed for the pilot project and address any outstanding issues related to their implementation. Target timeframe: August Deliverables: Detailed review of business requirements, IEPDs and Service Specifications, and technology assessment and action plan. 7. Service/Exchange Implementation (In-house/emote) Once the Service Specifications are completed, the Pilot Team will move forward with service implementation. The level of effort, resource requirements and timelines required to implement these exchanges will be determined a part of the action plan development process. Outcomes and esponsibilities: The Pilot Team will be responsible for implementing the information exchanges/services with assistance from the TA Staff. emote TA may be provided by the TA staff to assist with this work. Target timeframe: August - December Deliverables: Implementation of exchanges 8. Evaluation (In-house/emote) A pilot project evaluation methodology will be developed as part of the project planning process and completed at the end of the pilot project to the degree possible. TA staff will work with each pilot project to define appropriate metrics and measures. Additional remote/in-house TA will be provided as needed to complete the evaluation. Target timeframe: First Quarter Deliverables: Pilot Project Evaluation eport.

6 Policy Decisions Decision # Issue (Associated isk #) Decision Authority Date 1 What partners will provide TA support to the pilots? SEAH and IJIS will divide the pilots between them and act as the lead TA provider. 2 TA Approach SEAH and IJIS will follow the same methodology and approach to developing business requirements and technical specifications 3 Must pilot solutions use the JA and associated technologies? (1) 4 Must pilot projects use NIEM for data exchanges? 5 What role will TA providers play in developing project deliverables? (2) 6 Which partner will be the lead for each pilot? No. The JA will be promoted but not required of the Pilot projects. Yes. NIEM is required. TA providers will provide guidance in the development of deliverables. Pilots will be accountable. This issue may be revisited based upon experience with first pilot. SEAH will be the lead provider for the state pilots (Maryland and hode Island) IJIS will be the lead provider for the county projects (Allegheny and Hampden ounties) Agreement between BJA, SEAH and IJIS Agreement between SEAH and IJIS Project ommittee all Project ommittee all Project ommittee all Agreement between SEAH and IJIS 3/30/10 3/30/10 4/22/10 4/22/10 4/22/10 4/27/10 isks 1. If a pilot site chooses not to follow the JA, The TA assistance team may not follow a standard process or methodology which may affect the outcome and deliverables of some of the site visits. Mitigation: None. Pilots may choose not to follow the JA, but they will likely undertake a greater degree of responsibility for the deliverables and outcomes. omparable documentation will need to be developed regardless of the methodology employed. 2. If pilot sites are accountable for developing project deliverables, the deliverables may vary in quality and affect the reusability of the deliverables.

7 Mitigation: TA providers may take on a greater role in the development of project deliverables, which should improve the consistency of the products. 3. If scope and requirements are not defined during the initial site visit, project viability may be placed in jeopardy. Pilot Site Project Participants and ontact Information Project ommittee Membership (referred to as TA Staff) The Project ommittee is responsible for the overall guidance and management of the project, and consists of representatives from the following organizations: Organization The Association of State orrectional Administrators (ASA) ontact/epresentative Information Bob May, Associate Director may@asca.net The American Probation and Parole Association (APPA) John Sieminski, onsulting Associate arl Wicklund, Executive Director cwicklund@csg.org (859) Pat Bancroft, esearch Associate pbancroft@csg.org Bureau of Justice Assistance (BJA) andy Tirado Business/Systems Analyst Sr./Ld. Maricopa ounty APD Data Systems Unit rtirado@apd.maricopa.gov hris Traver, Senior Policy Advisor hristopher.traver@usdoj.gov Alissa Huntoon, Policy Advisor Alissa.Huntoon@usdoj.gov Bob Greeves, Policy Advisor obert.e.greeves@usdoj.gov

8 SEAH, The National onsortium for Justice Information and Statistics Mark Perbix, Justice Information Systems Specialist (Project Manager) (mobile) (home office) Scott ame, Director, Systems and Technology Program The IJIS Institute Jim Douglas, Justice Information Systems Specialist Ashwini Jarral, Assistant Director, Technology Services Kathy Gattin, Senior Project Manager Greg Trump, Project Manager These organizations will provide technical assistance to the Pilots. oles and esponsibilities oles and responsibilities are identified in the following table using the AI 3 methodology to indicate levels of responsibility defined as follows: esponsible: Those who do work to achieve a task. There can be multiple entities responsible for any given task. Note: Being responsible for a task includes providing resources (human, technology, funding, etc.) necessary to accomplish that task. esponsible resources will be expected to participate in on-site TA activities. 3 Wikipedia -

9 Accountable: The resource ultimately answerable for the correct and thorough completion of the task. There must be only one accountable entity specified for each task. onsulted: Those whose opinions are sought about how to accomplish a task, what success looks like, etc. Two-way communication. Informed: Those who are kept up-to-date on progress of a task. One-way communication. Note that being informed can vary in level of detail, as appropriate. For example, an executive group might receive information at a very high level enough to know that the task is on track and how it fits into the overall effort. A technical group might receive more information about how a task was accomplished, in order to foster sharing of expertise and knowledge. oles and esponsibilities Task or Activity Pilot BJA ASA APPA SEAH IJIS Institute Initial Pilot Participant Selection Vetting of Pilot Management ommitment Vetting of Pilot Technical apabilities Final Pilot Participant Selection Identify Project Scope and Participants Define Priority Information Exchange equirements Develop Business Action Plan onduct Technical Assessment Develop ontent Models and equirements (IEPDs) Project Inception Activities I A A I A I A I A Pilot Project Activities A A A A A I Finalize Service A I

10 Specifications eview Infrastructure, Exchanges and Specifications I Develop Infrastructure A I I Implement Services A I I Project Evaluation I I I Management and Support Activities A A/ A Project Management A/ On-Site TA Logistics emote TA Logistics I A/ A/ oordination and ommunication Strategies The following activities will occur to ensure effective coordination of and communication about the pilot projects. SEAH will coordinate and lead meetings of the Project ommittee to review the status of project activities and address any outstanding issues. egular meetings are set for the third Thursday of the month at 1530 Eastern. Additional meetings may be held as required. Meeting summaries will be distributed after each meeting. Any Project ommittee member may communicate with other Project ommittee members on an as-needed basis via or teleconference, as appropriate. Such communications will be summarized and shared with the Project ommittee at the next regular meeting. SEAH will coordinate monthly status meeting with pilots and may delegate specific responsibilities to other Project ommittee members as required. This schedule may vary depending on the requirements and schedule of the pilots. Any such communications will be summarized and shared with the Project ommittee at the next regular meeting.

11 ASA will be the lead contact with the state agency Pilot Projects and may delegate specific responsibilities to other Project ommittee members as required. Any such communications will be summarized and shared with the Project ommittee at the next regular meeting. ASA and APPA will be the lead contact partners with the local agency Pilot Projects and may delegate specific responsibilities to other Project ommittee members as required. Any such communications will be summarized and shared with the Project ommittee at the next regular meeting. BJA and ASA will facilitate appropriate communication with other key stakeholder groups not represented on the Project ommittee