20130227-140834-MD

a:28:{s:32:"field_what_event_has_occurred_th";s:3395:"In June 2012, Prince George's County launched its Transforming Neighborhoods Initiative (TNI). This initiative focuses on uplifting six (6) neighborhoods in the County that face significant economic, health, public safety and educational challenges. At that time, our data analysis showed that while the six (6) TNI areas account for 3% of the County's landmass , they represented between 17%-20% of violent crime (reported to the Police Department) and 13%-14% of property crime (reported to the Police Department) . The data showed that these areas accounted for a disproportionately high rate of crime which was of a chronic nature. Further data analysis revealed an increasing rate of citizens returning from incarceration to these areas . This reentry population had a high instance of recidivism which could be attributed to several barriers such as:
• An Inability to Obtain and Maintain Employment
• Health and Mental Health Issues
• Substance Abuse
• Low Skill/Experience Levels
• Exclusion From Federally Funded Needs-Based Programs
• Lack of Affordable Housing
• Low Education Levels
• Lack of Family and Community Support Systems

TNI is an outgrowth of the successful 2011 Summer Crime Initiative, a police-directed endeavor that committed additional resources in five (5) neighborhoods acutely affected by violent crime. Through the collection and evaluation of Initiative's data, it was determined that an opportunity existed to improve the quality and standard of life in these areas by employing a holistic governmental approach to address the challenges of these troubled communities . We realized that resources available to remove barriers to employment and promote ex-offender job readiness were inadequate . Coordination among agencies and service organizations was needed to ensure that ex-offenders were aware of, and had access to, available resources and services thereby promoting strategic service alignment.
Success of the TNI program will be measured by improvement of the following key indicators:
• Violent Crime
• Property Crime
• Third grade reading and fifth grade math standardized test scores
• School absentee rates
• Foreclosure rates
• Concentrations of subsidized housing
• Income levels
• Pedestrian death/Injuries
• Residents on public assistance

Each of the six TNI neighborhoods is led by Senior Staff in the County Executive's Cabinet and is supported by a team of top government officials from numerous County agencies. The mandate for each team is to identify issues and improve the quality of life and service delivery in these areas (See Attachment A). The mission of County Executive Rushern L. Baker, Ill's Administration is to transform the quality of life for our residents , visitors and businesses by providing excellent service which achieves high levels of customer satisfaction through integrity , accountability and convenience. TNI is an example of how this administration is rethinking the way it serves the stakeholders of Prince George's County, enabling staff to function more efficiently and effectively while enhancing services to all neighborhoods throughout the County. The Baker Administration is committed to making this County the best place to live, work, invest, and visit and we are confident that through this initiative, our vision will become a reality.";s:32:"field_what_do_you_want_to_achiev";s:1724:"Our goal for the TTA is the development of a needs based assessment and strategic plan to assess the County's programmatic needs for the reentry population . Further, the needs-based assessment and strategic plan will support maximum efficacy when administering the County's reentry programs and services through the creation of short-term and long-term goals resulting in a holistic inmate reentry process.
Within the context of a comprehensive strategic plan, "reentry" is not envisioned to be a specific program, but rather a process that begins when the offender is first incarcerated and ends with the offender's successful reintegration into the community. The reentry process should provide the offender with appropriate evidence-based services which address both individual needs and is based on a reentry plan which assesses risk factors. The process should also devise strategies to reduce or counter recidivism by the offender.
Our objective is to obtain technical assistance in the development of a comprehensive strategic plan for reentry programming within the County, inclusive of a needs based assessment. A strategic plan will help outline and devise a programmatic approach , provide direction and address the challenges which the community, the criminal justice system, public safety agencies and the health and human service departments face when working with offenders who are "reentering" the community.
Additionally, the strategic plan will address the County's programmatic needs and will include measurable performance outcomes, resulting in improved public safety and reduced recidivism, while providing offenders with tools to empower and prepare them for their reintegration back into society.";s:32:"field_what_will_happen_if_this_n";s:1748:"The six (6) TNI areas are distressed neighborhoods where a combination of crime, poverty, unemployment, poor health, underperforming schools, inadequate housing and disinvestment keep many residents from reaching their full potential. For the reentry population, these challenges can be insurmountable and contribute to increased recidivism.
If this need is not addressed, local leaders will not have the necessary tools and information on crime trends to respond in a proactive and vigorous manner to assist with assessing, planning and implementation of the most effective use of available criminal justice resources when addressing community issues. Furthermore, limitations of resources and tools to support data-driven strategy development, community-driven capacity building for collaborative problem solving and assistance in identifying and implementing evidence-based and innovative strategies that target drivers of crime; will hinder the success of TNI. Without the structure of TNI in place, coupled with the beneficial outcomes of the TTA, these areas will certainly continue to experience an increase in recidivism and crime which will diminish the quality of life throughout these communities.
Public safety extends beyond criminal justice , although community safety and coordination with criminal justice remains a critical piece in the effort to maintain a successful reentry program. In order to improve and revitalize communities, there must be a Strategic Plan for all key stakeholders including: education, housing, health and human service providers, faith-based groups, non-profit organizations , local volunteer and neighborhood groups, law enforcement groups, residents and businesses that comprise the neighborhood.";s:32:"field_what_is_the_gap_between_wh";s:515:"The gap which currently exists is an overarching lack of a comprehensive strategic needs based assessment that acutely identifies the lack of programmatic alignment in services and programs for the reentry population. Data is needed to further assess and analyze gaps in services and the development of needed strategies. This technical assistance will also aid in the identification of additional stakeholders, community partners and programmatic services for an improved reentry program in the six (6) TNI areas.";s:32:"field_do_you_have_any_data_to_su";s:1393:"Currently, we have general data which underscores our request for a needs-based assessment and a strategic plan for reentry based on a data analysis, which has raised the following questions:
1. While these six (6) areas account for 3% of the County's landmass, why do they represent approximately 20% of the County's overall violent crime and approximately 14% of the County's overall property crime?
2. What are the drivers of crime in these six (6) areas, which attribute to the disproportionately high rate of crime that is chronic in nature?
3. Is a major driver of crime attributed to an increased rate of individuals reentering the communities which comprise these six (6) areas?
Prince George's County Department of Corrections releases on average , upwards of 280 inmates daily. This equates to 20% of the Department of Corrections' total population . This also translates into approximately 280 individuals being released back into the community on a daily basis without a specific reentry plan to address job placement, housing , counseling and medical/mental health needs. In FY 2012 , 3,517 offenders were released by sentence expiration; 4 ,338 by mandatory supervision release; 2,454 by parole, 2,112 by continuation on parole or mandatory supervision release; and 439 by court order . As of FY 2011 the rate of return to State prison within three years of release was 43.3";s:32:"field_have_there_been_previous_a";s:2889:"Yes, the previous attempts include:
• 2012 Summer Crime Initiative- Dates May 1, 2012- September , 1, 2012 . The focus of the Summer Crime Initiative was to combat crime in the most challenged neighborhoods in Prince George's County during the summer months when crime historically increases . The Summer Crime Initiative was placed under the umbrella of the Transforming Neighborhoods Initiative (TNI) in 2012. The Summer Crime Initiative consisted of several components designed to address all crime. The initiative consisted of three (3) focal points: the offender, crime location and crime opportunity.

o Offender: A partnership between the Police Department, the Maryland State Department of Parole and Probation, the State's Attorney and U.S. Attorney's offices and community partners was established to identify root causes of crimes committed in the target areas from the offender 's perspective . The most violent offenders on parole and/or probation were directed to report to a meeting in which the Police Department, the U.S. Attorney's and State Attorney 's office representatives addressed the offenders
and advised them that they had been identified for intense enforcement and prosecution
in the event of re-offending . The Department, in conjunction with the community partners offered various resources to the offenders as a means to assist and provide them with an alternative to crime. Some of the partners were: Prince George's County Department of Social Services, Prince George's County Health Department , Adams House and Community of Hope Church (Prison Ministry). The Violent Crimes Recidivist Unit targeted and monitored the most violent offenders in the targeted neighborhoods to ensure these offenders were not given the opportunity to contribute to the increase of criminal activity.

o Crime Location and Opportunity: The Summer Crime Initiative was designed to put additional police officers in the focus areas during the times that crimes normally occur. Additional officers who normally are assigned to administrative duties were re-assigned to high visibility enforcement in the targeted neighborhoods to ensure a police presence was visible to reduce the opportunity for crime . Any additional day work officers (overlap) were also placed in these targeted areas during the day. On ten (10) specific dates our department's Traffic Enforcement Unit and Maryland State Police conducted joint operations in reference to DUI and aggressive driving enforcement in and around the targeted areas (Operation Urban Impact).
• 2012 PGC Reentry Round Table Work Group- (Vision) Prince George's County will become the model for holistic and sustainable futures for all returning citizens. (Mission) PGC Reentry Roundtable through collaboration will provide advocacy and education to support those organizations that serve all returning citizens .";s:32:"field_have_you_sought_tta_before";s:49:"No, we have not sought TTA before for this issue.";s:32:"field_who_will_assume_leadership";s:7500:"Leadership for this TTA will be assumed by the Deputy Chief Administrative Officer (DCAO) for Public Safety who is responsible for the following departments: Department of Corrections, Fire/EMS Department , Office of Homeland Security, Police Department, Citizens Complaint Oversight Panel, Courts Liaison, Fire Commission Liaison, Office of the Sheriff Liaison, Liaison to the State Attorney's Office, Volunteer Fire & Rescue Association Liaison and Youth Strategies and Program Division. The DCAO roles and responsibilities include oversight, organizational management, public safety policy development, strategic planning, public safety coordination and compliance.

The DCAO for Health, Human Services and Education will also play a critical role in supporting the TTA. This senior cabinet member has the responsibility of the following departments: Social Services, Health Department, Family Services, Liaison to the Board of Education, Liaison to the Hospital Authority and Liaison to Institutions of Higher Learning.

The Reentry Program's focus would be heavily placed on residents living within the six (6) target areas of the Transforming Neighborhoods Initiative: Langley Park, East Riverdale/Bladensburg, Kentland/Palmer Park, Coral Hills/Suitland, Hillcrest Heights/Marlow Heights and Glassmanor/Oxon Hill.

Under the leadership of the Deputy Chief Administrative Officer for Public Safety , the following staff will be directly assigned to the Initiative:

SPECIAL ASSISTANT TO THE DCAO FOR PUBLIC SAFETY
The Special Assistant to the Deputy Chief Administrative Officer (DCAO) for Public Safety is responsible for the coordination of activities and serves as the liaison to Police, Fire/EMS, Corrections, Homeland Security, Office of the Sheriff and the Court System. This incumbent is also responsible for assistance with public safety organizational management, policy development, research and evaluation . In addition, the incumbent assists the DCAO for Public Safety with strategic planning initiatives to ensure effectiveness, efficiency and compliance among Public Safety agencies.

PROGRAM MANAGER
This position is a highly responsible professional manager and administrator. This person's work is performed in support of the Deputy Chief Administrative Officer for Public Safety . This role directs the operations of the Youth Strategies and Program Division in order to accomplish the overall mission of providing the effective and responsive administration of the County's Public Safety and Reentry Mission. Essential responsibilities include planning, directing , organizing, staffing and continuous appraisal of the Division as part of the total management system of Public Safety. Work is evaluated by the Deputy Chief Administrative Officer through conferences and observations of work products generated and evaluated by the timeliness , effectiveness and efficiency of operations . The incumbent must meet the following overriding performance standard : Exercises the best practical and professional judgment to accomplish targeted key results aligned with achieving the County's goals and objectives (e.g., TNI's, youth, reentry, gang prevention, homeless program, health & human services, etc.). The program manager also responds to customer requests for service improvement forwarded by Deputy Chief Administrative Officer for Public Safety . The incumbent will forge partnerships with non­ profits, community-based organizations, faith-based and for-profit organizations in the region aimed at leveraging reach into the community.

ASSISTANT PROGRAM MANAGER
The incumbent serves as the Assistant to the Program Manager of Youth Strategies and Program Division implementing governmental policies, programs and projects to further the goals and objectives of the Youth Strategies and Program Division in order to accomplish the overall mission of providing the effective and responsive administration of the County's Public Safety and Reentry Mission. Essential responsibilities include; planning and assisting in the directing , organizing, staffing and continuous appraisal of the Division as part of the total management system of Public Safety. Assist in the management of the programs and services to achieve the County's goals and objectives . Assist with the responses from customer requests for service improvements. Assist with forging partnerships with non-profits, community-based organizations, and faith-based and for-profit organizations in the region. Work is performed under the general supervision of the Program Manager or other designated supervisory positions .

TRANSITIONAL LIFE COORDINATOR
This is a responsible senior/lead level professional position whereby the incumbent provides a variety of remedial social services to detainees within an institutional setting to assure the efficient operation of programs and services within the Department of Corrections. Work is performed under the general supervision of a higher-level correctional treatment coordinator and reviewed through conferences , reports and completed materials submitted and through the observation and evaluation of completed objectives. The incumbent also acts as a liaison to gain resources including financial grants and works in concert with the Volunteer Coordinator to recruit volunteers to assist with transitional training and development of programs. In addition, the incumbent collaborates with faith-based organizations, county vendors and non-profit organizations to enhance aftercare transitional services. The Transitional Life Coordinator identifies problems in the correctional facility 's operation that affect the Department's and/or Division's goals or involves other agencies . This individual also researches, monitors and critiques internal and external programs to ensure best practices are implemented and innovative delivery of information is maintained. The coordinator also compiles data to prepare weekly and monthly statistical reports to assess inmate progress.

COMMUNITY DEVELOPER SUPERVISOR
This senior level professional performs a variety of assignments in the areas of (1) community liaison/ development/advocacy or (2) social services work among client populations (e.g., TNI's, youth, reentry, gang prevention, homeless program, health, etc.). The incumbent may perform more complex community development assignments subject to extensive public contact. Their role is to also manage the implementation, monitoring and evaluation of the expanded Community Hub activities/projects in the Youth Strategies and Program Division . The work is performed under the general supervision of the Assistant Program Manager and/or other designated official. This person leads and directs subordinate personnel engaged in collecting and analyzing socio-economic and other pertinent data relative to local, state, or federal community development related programs to ensure effectiveness of the mission. The Community Developer Supervisor assists in the preparation of budgets for the assigned program and is responsible for preparation of special project reports as required by grant agencies or other federal agencies. This position participates in the review of regulations and rules to ensure local, state and/or federal programs are being operated in compliance and recommends
changes as appropriate . This position also serves as liaison with other agencies and represents
the division as necessary.";s:32:"field_how_did_you_learn_about_nt";s:830:"Senator Barbara Mikulski recommended that the Office of the County Executive aggressively seek grant funding for training and technical assistance to support the TNI. Subsequently, Prince George's County Executive Rushern L. Baker's senior executive Staff members held a meeting with the U.S. Department of Justice, Office of Justice Program (OJP), Executive Management Team on December 4, 2012 to outline the goals of the TNI and to address specifically the reentry program within Prince George's County. Those discussions prompted a teleconference on January 29, 2013 with BJA, the DCAO for Public Safety and the DCAO for Health, Human Services and Education in a.ddition to several stakeholder agency representatives within Prince George's County. A consensus was reached to seek BJA NTTAC training and technical assistance .";s:32:"field_what_are_your_organization";s:5760:"Our strength begins at the top of County government. The cornerstone of County Executive Rushern
L. Baker Ill's Administration is his leadership and commitment to the Transforming Neighborhoods Initiative (TNI). The overall strategy is to be proactive in meeting the needs of the community within these six (6) target areas without reducing service delivery outside of the TNI. Through the utilization of governmental resources, citizen participation and feedback, the County will develop strategies that will improve service delivery and implement best practices across the entire County. Through intensive community engagement and interaction, the collective resources of the County have been deployed to the six (6) TNI areas to provide comprehensive services and address community needs such as reentry, by employing a holistic approach.

An additional strength is the structure of the TNI. County Executive Baker issued a directive to his Chief Administrative Officer, Chief of Staff, Deputy Chief Administrative Officers, Appointing Authorities and all of County government advising that the TNI is a "high priority " of this administration . Mr. Baker quickly established a clear, concise and defined structure for the TNI to in include participants' roles and responsibilities for the efficient operation of the program:

Chief Administrative Officer (CAO):
• Oversee and monitor the implementation of TNI
• Act as the face and spokesperson for the entire TNI program
• Appoint a Deputy Chief Administrative Officer (DCAO) and/or Assistant DCAO to administer each of the six TNI teams
• Review and approve action plans submitted from each team
• Ensure the County Executive is kept abreast of TNI activities, successes, and any identified needs for improvement

Special Assistant to the CAO:
• Ensure reports are submitted by due dates
• Act as primary point of contact for all questions and/or inquiries concerning TNI
• Act as the communication arm between the leadership for all six teams, which includes disseminating information and documents as necessary and resolves issues as presented by the Tearn Leaders or Special Assistants
• Retain documents related to TNI to include action plans, event calendars, and reports
• Accountable for ensuring all action items, as assigned by the CAO, are accomplished

Deputy Chief Administrative Officer (DCAO) and Assistant DCAO:
• Oversee the development and implementation of the action plans for his/her assigned focus area
• Selection of a Special Assistant to help with coordinating TNI projects
• Facilitate community meetings in order to obtain community buy-in and gather feedback
• Review and approve reports for submission to CAO
• Perform random tours of community to access current conditions and identify concerns needing to be addressed
• Review and approve all requests from team members concerning updates to TNI processes and procedures

Special Assistant to TNI Team Leader:
• Assist the DCAO and/or Assistant DCAO in overseeing the development and implementation of the action plans for his/her assigned targeted area and other duties as assigned
• Work with CountyStat Analysts to ensure data collection and reporting is completed
• Submit email requests for any changes needed to CountyCiickl 3-1-1
• Monthly review of data submissions to ensure receipt from all agencies involved; whenever possible the review should be completed weekly to mitigate the administrative burden
• Submit requests for information to the agency representatives on behalf of the DCAO and/or Assistant DCAO

CountyStat Analyst:
• Oversee, monitor, evaluate and analyze the data collection and presentation of TNI statistical information
• Prepare data reports for CAO, DCAO, and/or Assistant DCAO
• Provide agencies with assistance and direction regarding data collection
• Develop TNI data tracking sheet and provide user training and technical assistance
• Update TNI processes as needed

Agency Representative:
• Considered the Agency's subject matter expert thereby serving as primary point of contact for the services provided by his/her agency
• Participate in meetings with his/her other agency representatives from the other TNI areas
• Upload data to the TNI spreadsheet and/or CountyCiick where applicable
• Receive all CountyCiick TNI reports and perform initial reconciliation with TNI spreadsheet and CountyCiick/ 3-1-1
• Provide team with updates on upcoming events and/or status of major tasks
• Assist CountyStat Analyst with the formulation of performance measures
• Assist 3-1-1 Call Center Manager with the formulation/revision of service request types

3-1-1 Call Center Manager:
• Act as primary point of contact for all questions/comments regarding CountyCiick, 3-1-1 and functionality of QAier't
• Develop a process for TNI reports from QAiert
• Develop a process for reviewing , adding , and/or revising serv ice request types

Director, Office of Information Technology (OIT):
• Ensure there is a consistent availability and utilization of technology across all TNI team areas
• Designate an agency representative to each TNI team
• Provide technological solutions and/or recommendations for assisting in performing tasks related to the TNI program, including but not limited to data collection and reporting
• Provide technology support for the TNI SharePoint sites and CountyCiick
• Develop layout for SharePoint sites to facilitate consistent placement of documents and materials among all TNI areas
• Support and develop ArcGIS datasets, shape files, map layers, geographic boundaries and other County-wide GIS standards";s:32:"field_what_are_organization_s_we";s:672:"We are returning reentrants into environments that do not provide the services and resources to successfully assist individuals with transitioning back into society. No Strategic Plan currently exists for implementation of a successful reentry program. Additionally current resources are fragmented, funding levels are diminished and the County lacks a central tracking database to identify and reduce the impact of the drivers of crime . Additional research is needed to better understand the contributing factors which lead to the creation of crime hot spots, rather than simply responding to incidents of crime through traditional arrest, prosecution , and sentencing .";s:32:"field_what_opportunities_does_th";s:809:"The goal of TNI is to achieve and maintain a thriving economy , great schools, safe neighborhoods and high quality healthcare by utilizing cross-governmental resources in targeted neighborhoods that have significant and unique needs such as returning citizens that have been incarcerated . As a result of the work already achieved through TNI for reentry, opportunities for improvement and continuous growth exist as we continue to learn more about the unique needs of this targeted population. The development of a needs-based assessment and strategic plan can help the County improve its delivery of programs and services to these identified distressed communities and reentrants returning
to these communities through new and innovative community partnerships to help achieve maximized
service efficacy.";s:32:"field_what_are_the_challenges_th";s:357:"The County continues to experience short-term budget constraints. In addition, the collection of data from multiple databases , archives and systems may add additional complexity during the discovery phase of the implementation. However, our CountyStat team has been successful with data collection and analysis and will provide assistance with this effort.";s:32:"field_how_will_this_technical_as";s:2228:"Technical assistance will help to achieve the County Executive's Vision of a Thriving Economy, Great Schools , Safe Neighborhoods and High Quality Healthcare by targeting cross-governmental resources to neighborhoods that have significant needs. The preponderance of challenges severely inhibits the opportunities for neighborhoods and the individuals who live those communities. Furthermore, elevated indicators like high crime, low test scores and blighted properties in the TNI focus areas greatly impact our County-wide performance and the perception of our County. Therefore, alignment of department/agency efforts in areas of higher need will contribute to improved organizational efficiency , focused resources and greater success in making long-term transformation. For example , reducing foreclosure rates and crime in an area are likely to improve education in that area. Better education , job training and drug counseling will reduce crime. Reducing crime and raising property standards will attract investors. Technical assistance through the development of a strategic plan will help outline, provide direction and assist with addressing the challenges in the six (6) specific TNI areas.

Methodology:
Six areas of the County have been chosen as having significant needs: 1) Langley Park; 2) East Riverdale/Bladensburg; 3) Kentland/Palmer Park; 4) Suitland/Coral Hills; 5) Hillcrest Heights/Marlow Heights; and 6) Glassmanor/Oxon Hill (See Attachment C). These areas were chosen because they substantially affect violent crime rates County-wide. Violent crime was chosen as our lead indicator for this phase of the Transforming Neighborhoods Initiative because of its overall impact on investment in the County by businesses, developers and potential new residents. Successful reentry is a key component to the efforts of reducing violent crime. Education is recognized as being vitally important in these six (6) TNI areas; however, the focus of violent crimes was chosen due to the structural independence of the school system and the ease/frequency of measurement of violent crime. Although many studies have proven that a better educated citizen reduces the probability of that citizen committing a crime.";s:32:"field_what_is_your_overarching_g";s:404:"The overarching goal of the TTA is the development of a needs-based assessment and strategic plan to assess and evaluate the County's programmatic needs through the creation of short-term and long-term goals towards a holistic reentry process. Further, the strategic plan will support maximum efficacy when administering the County's reentry programs and services and assist with reduction of recidivism.";s:32:"field_please_list_at_least_two_o";s:715:"Objective 1: To obtain a needs-based assessment to identify Strengths , Weakness, Opportunity and Threat (S.W.O.T) analysis for reentry.

Objective 2: To evaluate the needs-based assessment and develop a comprehensive Strategic Plan for Reentry programming within the six (6) TNI focus areas of the County and identify best practices to incorporate those practices Countywide.

Objective 3: To improve key indicators in the six (6) TNI focus areas. These indicators include violent crime, property crime, 3rd grade and 5th grade reading and math scores, school absentee rates, foreclosure rates, concentrations of Section 8 housing, income levels, pedestrian deaths/injuries and residents on public assistance.";s:32:"field_as_a_result_of_this_tta_wh";s:678:"Within six months, success would include the development of a comprehensive Strategic Plan for Reentry programming within the County, inclusive of a needs based assessment. This plan would be utilized as a blueprint to guide the partnership in a coordinated approach to meeting the varied needs of Prince George's County's previously incarcerated population .
Success would also include the creation of an infrastructure of interagency and organizational partnerships that work to simplify access to workforce development resources; promote cross referral of support services and encourage focused attention and increased financial investment by the public and private sectors.";s:32:"field_who_will_be_participating_";s:1597:"Coordination of the TTA will be managed through the office of the Deputy Chief Administrative Officer (DCAO) for Public Safety. TNI participants will work to coordinate services and service delivery for the Reentry Program. TNI participants represent a cross-agency collaborative of both internal and
external partners listed below. Support will be provided by the following agency/organizations:

County Executive Representatives County Council Representatives
U.S. Attorney's Office Reentry Roundtable Workforce Development
Office of Community Relations Department of Juvenile Services Court System
Institutions of Higher Learning
Department of Public Safety and Corrections Prince George's Police Department
Prince George's Office of the Sheriff
Prince George's Department of Corrections Prince George's Municipal Police
Maryland State Police Parole and Probation
Prince George's Health Department Prince George's Family Services
Department of Labor Licensing and Regulation-One Stop CareerNet Centers Maryland Department of Motor Vehicles
Prince George's Social Security Administration
Prince George's County Non-Profits and For-Profit Businesses Churches and Faith-based Organizations
Reentry Coordinator Youth Strategies and Program Division State's Attorney Office
Defense counsel
Prince George's Department of Social Services Department of Housing
Six (6) Transforming Neighborhoods Initiative focus Area teams

In addition, programmatic participants will be current inmates selected through the Department of Corrections who are ready for reentry into the community.";s:32:"field_what_do_participants_need_";s:409:"In order to be successful, TTA participants are soliciting technical assistance in developing a needs­ based assessment and strategic plan which will provide guidance with identifying programs and services as well as removing barriers to successful inmate reentry specific to the local level but may be applicable to regional, state and federal levels through proposed solutions for removing these obstacles.";s:32:"field_what_activities_experience";s:1704:"More than 280 offenders return to Prince George's County every month from county, state, and federal facilities as a part of work release, pre-release, and post release programs. At this time, the County can count offenders returning from county facilities but exact counts from state and federal facilities are not readily available . Therefore, benchmarking jurisdictions that currently have an effective data collection system would help participants to benefit from lessons learned and
implement best practices. In addition, focus groups and surveys should be established and conducted
in the focus areas as well as in the correctional institutions to assist with a needs-based analysis. The initial step towards this goal is to set up an advisory group. Members of the advisory group should include both policymakers and data analysts. A sample of returning citizens should be surveyed
about services they want, employment and education needs, substance abuse, personal health, and general attitudes and expectations . A survey should also be conducted with reentry policymakers and practitioners to further assess the quality of existing services and gaps in services . Focus groups will be conducted with community residents in target communities such as the TNI communities. Focus group topics will be designed to collect information from community residents about their perceptions of crime in their communit ies, the services currently available, and the gaps that need to be filled. All of the data collected through existing sources, surveys, and focus groups will be summarized to identify and prioritize specific needs in a strategic plan that the County can use to guide future efforts.";s:32:"field_who_supports_you_in_this_e";s:1297:"Prince George's County has received support from federal, state and local partners. Senator Barbara Mikulski recommended that Prince George's County aggressively seek grant funding for training and technical assistance to support the Transforming Neighborhood Initiative (TNI) for reentry. The office of Governor Martin O'Malley has also expressed his support of the TNI to County Executive Baker and Prince George's County. The Baker Administration has made TNI a top priority and mandated Senior Executive Management and all Department/Agency Heads to support this endeavor.

Each Department/Agency Head selected senior management with the following expertise:
• Knowledge of their Department/Agency's programs and processes
• Knowledge of the neighborhood they are being assigned to as well as the current challenges and activities being conducted in the area
• The authority and/or respect within the Department/Agency and the communication skills to motivate people within their department
• The ability to get things done while being a team player
• The ability to meet and work with citizens and other stakeholders
• An ability to collaborate with people in other Departments/Agencies
• An ability to think critically and be flexible in his/her approaches to issues";s:32:"field_who_are_key_stakeholders_i";s:1426:"At the administrative level, the key stakeholders are the County Executive, Senior Executive Management Team and Department/Agency Heads. One of the many standout features of this approach is the accountability and leadership component. Each of the County's four Deputy Chief Administrative Officers (DCAOs) and two Assistant DCAO's are assigned to one of the six target neighborhoods to spearhead through the application of authority, leadership skills and collaboration to achieve measurable improvements .

The Prince George's County Reentry Roundtable will advise the Office of Reentry Services on policy matters related to persons reentering communities from incarceration . The Reentry Roundtable will provide support and leadership to the Prince George's County Reentry Initiative and will serve as an advisory board for any reentry grants.

Reentry Roundtable and expectations:

Governance: Assure ongoing leadership to help sustain the Prince George's County Reentry
Initiative;

Community Awareness: Keep reentry at the forefront of public conversations and provide stakeholders and the public with a realistic portrait of the extent to which persons experiencing reentry are successfully integrating into the community;

Sustainability: Provide advice and direction to the Office of Reentry Services on potential resources for reentry services.

The Reentry Roundtable meets on a monthly basis.
";s:32:"field_who_are_key_stakeholders_p";s:1061:"The key stakeholders at the program level are:

U.S. Attorney's Office Reentry Roundtable Workforce Development
Office of Community Relations Department of Juvenile Services Court System
Institutions of Higher Learning
Department of Public Safety and Corrections
Prince George's Police Department Prince George's Office of the Sheriff
Prince George's Department of Corrections
Prince George's Municipal Police Maryland State Police
Parole and Probation
Prince George's Health Department Prince George's Family Services
Department of Labor Licensing and Regulation-One Stop CareerNet Centers Maryland Department of Motor Vehicles
Prince George's Social Security Administration
Prince George's County Non-Profits and For-Profit Businesses Churches and Faith-based Organizations
Reentry Coordinator Youth Strategies and Program Division State's Attorney Office
Defense counsel
Prince George's Department of Social Services
Department of Housing
Six (6) Transforming Neighborhoods Initiative Focus Area Communities and Teams Reentry population";s:32:"field_who_are_key_stakeholders_o";s:504:"Key stakeholders outside the organization as possible partners are:

Six (6) TNI Community(s)
U.S. Attorney's Office
Federal and State Prisons
Federal and State Parole and Probation
Maryland Department of Health and Mental Hygiene State Department of Labor Licensing and Regulation Maryland Department of Motor Vehicles
Social Security Administration
Prince George's County Non-Profits and For-Profit Businesses Churches and Faith-based Organizations
Treatment provider faith-based/non-profits";s:32:"field_how_open_are_the_key_stake";s:201:"The key stakeholders have expressed their desire to accept all recommendations from the TTA in order to provide successful, comprehensive program/services to former offenders re-entering the community.";s:32:"field_are_there_any_local_govern";s:183:"Involvement should and/or will include the U.S. Department of Justice, Governor's Office on Crime Control Prevention, Federal and State Prisons and U.S. Department of Veteran Affairs.";s:32:"field_how_will_your_organization";s:165:"Organizational sustainability will be achieved through county funding , Federal and State grant funding, foundation funding and private business partnership funding.";s:32:"field_what_other_resources_do_yo";s:198:"Other resources of support for the TTA include county funding for staff salaries, IT support, computers, office space, vehicles , three (3) full time staff for the Reentry Program and six TNI Teams.";}