Strategic Plan 2011-2013

1. Strategic Plan 2011-2013

2. Strategic Goals (Thrusts) 1. Achieve Performance Excellence • CRJ uses metrics of performance to evaluate, manage and plan its programs and services; • Each of our programs demonstrates evidence-based practices; • Each of our programs shows evidence of impact (results); • CRJ’s clients demonstrate improvements because of our programs and services. 2. Lead Our Professional Fields with Innovation • CRJ challenges conventional wisdom and the way we do business with new products and services responsive to the needs of clients and customers; • CRJ utilizes its internal strengths to continuously improve programs and services.  3. Delight Our Customers with the Quality of Services and Programs • CRJ’s contract agencies, funders, supporters and neighbors report better than expected services and interactions with CRJ’ programs and employees; • CRJ’s programs achieve 100% on audits, accreditations, billings, reports and other reviews; • CRJ is sought after by leaders in our professional spheres.  4. Advance Our Workforce and Workplace • CRJ’s recruitment and retention practices result in a world-class workforce; • CRJ develops its employees personal and professional growth; • CRJ employees become informed and engaged within CRJ, our professional spheres and our communities; • CRJ’s culture recognizes that learning from failures allows us to succeed.  5. Realize 3 Year Growth to $36 Million and Annual Operating Surplus of 2% • CRJ has deep involvement providing diverse services in the current geographies and service areas of the Crime & Justice Institute, Social Justice Services and Community Strategies; • CRJ has established at least one viable program in new states; • CRJ expands CJI’s substantive expertise and reach; • CRJ completes 2 acquisitions; • CRJ increases its private support to 6% of operating revenue; • CRJ has strengthened its balance sheet to ensure the long-term financial stability to achieve its mission.

3. Strategic Goal (Thrust) #1 CRJ will achieve performance excellence. At the end of FY13 the following will have been accomplished . . . • CRJ uses metrics to show high levels of performance, continuous improvement, and long-term positive outcomes of its programs and services (both internal and external); • Each of our programs uses evidence-based practices with fidelity; • CRJ’s clients demonstrate improvements because of our programs and services. • CRJ has assisted 10 new jurisdictions to implement policy implementation, program evaluation or system change in corrections, juvenile justice and developmental disabilities. To meet these expectations, the following steps must be taken in FY11 . . . • CRJ has defined appropriate “EB” practices for each of its client programs and internalservices and developed a process to implement those practices by June 30, 2011. • CRJ uses a quarterly “report card” to monitor its outcome measures by June 30, 2011. • CRJ’s MMRs are used to regularly review performance successes and challenges for each client program unit by December 31, 2010, and for each Administration unit by June 30, 2011. • CRJ’s Public Safety Leadership Platform (PSLP) has caught attention of the 2010 MA campaigns to its advocated policy positions. • CRJ is assisting and advocating in 5 new jurisdictions for the implementation of policy improvements or system change in corrections, juvenile justice or public safety by June 30, 2011. • CRJ’s projects, programs and services meet or exceed their objectives and targets by June 30, 2011.

4. Strategic Goal (Thrust) #2 CRJ will lead our professional fields with innovation. At the end of FY13 the following will have been accomplished . . . • CRJ will be assisting 10 jurisdictions in EBP, program evaluation and system change in at least 2 new content areas (e.g., victims. communities, families, tribal issues). • CRJ will have launched a vocational model that will be used to train and employ the people we serve (e.g., a social venture). • CRJ will have developed, piloted and evaluated a new program model for at least one of the populations we serve. • CRJ will have developed, piloted and evaluated a new program model for a population we do not currently serve. To meet these expectations, the following steps must be taken in FY11 . . . • CRJ’s CJI is awarded a consulting/TA contract or grant for at least 1 new content area (ex. victims. communities, families, tribal issues). • CRJ’s Watson Academy has a clear statement of purpose and goals, is providing the mix of services to meet the needs to its clients, and has the funding to be self-supporting. • The evaluation of CRJ’s CS services has been funded; the findings are being used to enhance our services; and the knowledge gained is being disseminated via conferences and print/electronic sources. • CRJ has developed a community corrections plan that embraces non-traditional service models and EBP, and has implemented those services in at least one state.

5. Strategic Goal (Thrust) #3 CRJ will delight our customers with the quality and services of programs. At the end of FY13 the following will have been accomplished . . . • Our customers and other constituents acknowledge our programs and services for high quality. • Our customers seek our advice and guidance. • CRJ’s programs achieve 100% on audits, accreditations, billings, reports and other reviews. • CRJ retains 100% of the contracts it seeks to renew. • All of CRJ’s programs have developed positive relations and regular communications with neighbors, public officials and citizens. • CRJ is communicating its performance excellence achievements to its constituent groups. • CRJ’s Board of Directors is diverse, including demographically, geographically, areas of expertise, spheres of influence, and fundraising capabilities. To meet these expectations, the following steps must be taken in FY11 . . . • CRJ has met with each of our key customers at least twice each year to ask for feedback. • CRJ is quarterly reporting its performance outcomes to each of our customers. • CRJ’s programs score in the 90th percentile on all assessments and quality reviews. • CRJ collects testimonials on the quality of its programs and services and shares them with our constituents on an ongoing basis. • One-half of CRJ’s programs have demonstrated that they have ongoing and effective relationships with neighbors, public officials and citizens.

6. Strategic Goal (Thrust) #4 CRJ will advance our workforce and workplace. At the end of FY13 the following will have been accomplished . . . • CRJ’s recruitment and retention practices, including compensation, result in a world-class workforce; • CRJ develops its employees personal and professional growth; • CRJ employees become informed and engaged within CRJ, our professional spheres and our communities; • CRJ’s culture recognizes that learning from failures allows us to succeed.  To meet these expectations, the following steps must be taken in FY11 . . . • CRJ is actively engaging its workforce in improving services and living and work spaces. • CRJ is implementing a plan that ensures the entire management team builds the competencies required for their roles. • CRJ has identified its high performers and mapped out development plans for their growth. • CRJ’s Standards and Quality Assurance Department is reporting regularly on continuous quality improvement activities.

7. Strategic Goal (Thrust) #5 CRJ will realize 3 year growth to $36 Million and operating surplus of 2%. At the end of FY13 the following will have been accomplished . . . • CRJ is operating multiple client service programs in 6 states. • CRJ’s management structure and administrative infrastructure are providing strong guidance and support of its programs. • CRJ has assisted 10 jurisdictions (including MA) in policy implementation, program evaluation or system change in corrections, juvenile justice and developmental disabilities. • CRJ has completed 2 mergers/acquisitions. • CRJ increases its private support to 6% of operating revenue. • CRJ has strengthened its balance sheet to ensure the long-term financial stability to achieve its mission. To meet these expectations, the following steps must be taken in FY11 . . . • CRJ has opened new direct service programs in two states. • CRJ is providing policy assistance in 6 jurisdictions and technical assistance in 2 jurisdictions, and conducting research support in 2 jurisdictions. • CRJ has completed 1 acquisition. • CRJ has realized private support of $350,000 (gross) exclusive of CJI grants. • CRJ has achieved its budgeted revenue of $ 29 Million with a surplus of $362,000.