13bcjisol.pdf

U.S. Department of Justice OMB No. 1121-0329 Office of Justice Programs Bureau of Justice Assistance

The U.S. Department of Justice (DOJ), Office of Justice Programs (OJP), Bureau of Justice Assistance (BJA) is seeking applications from local and tribal partners to plan, implement, and enhance place-based, community-oriented strategies to address neighborhood-level crime issues as a component of or a foundation to a broader neighborhood revitalization or redevelopment initiative. Byrne Criminal Justice Innovation (BCJI) resources will target locations where a significant proportion of crime occurs as compared to the overall jurisdiction. BCJI furthers the Department’s mission by leading efforts to enhance the capacity of local and tribal communities to effectively target and address significant crime issues through collaborative cross-sector approaches that help advance broader neighborhood development goals.

Byrne Criminal Justice Innovation Program FY 2013 Competitive Grant Announcement

Eligibility

Eligible entities to serve as fiscal agent include states, unit of local governments, non-profit organizations (including tribal non-profit organizations), and federally recognized Indian tribal governments as determined by the Secretary of the Interior.

Recognizing that community safety is essential to neighborhood revitalization, BCJI resources are targeted specifically at persistently distressed neighborhoods that have significant crime challenges that generate a significant proportion of crime or type of crime within the larger community or jurisdiction impeding broader neighborhood development goals.

The BCJI application requires a consortium of partners (hereinafter referred to as “cross-sector partnership”) to work together to design a strategy addressing a targeted crime problem and respond to the scope of this solicitation. The application must also show commitment from the local law enforcement agency, community leaders, and a research partner as part of this cross-sector partnership through detailed letters of support outlining their participation and partnership in the project. This cross-sector partnership must designate one agency or organization as the fiscal agent. Throughout this solicitation, “fiscal agent” and “applicant” are used interchangeably.

The fiscal agent will serve as the BCJI applicant and submit the application on behalf of the cross-sector partnership, oversee coordination of the cross-sector partnership if funds are awarded, and manage any subawards for services. The fiscal agent will be legally responsible for complying with all applicable federal rules and regulations in receiving and expending federal funds. The application must demonstrate that the fiscal agent has the capacity, commitment, and community support to serve as fiscal agent. The fiscal agent must demonstrate such capacity by showing experience engaging residents as well as core criminal justice and other partners in the implementation of community justice plans, especially in the targeted community.

The application must contain a strategy that responds to the scope and requirements of this solicitation.

http://www.justice.gov/ http://www.ojp.gov/ https://www.bja.gov/

BJA-2013-3472

OMB No. 1121-0329 Approval Expires 02/28/2013

Jurisdictions are strongly encouraged to seek the support of their local U.S. Attorney and local policymakers.

BJA may elect to make awards for applications submitted under this solicitation in future fiscal years, dependent on the merit of the applications and on the availability of appropriations.

Deadline

Applicants must register with Grants.gov prior to submitting an application. (See “How To Apply,” page 35.) All applications are due by 11:59 p.m. eastern time on March 4, 2013. (See “Deadlines: Registration and Application,” page 5.)

Contact Information

For technical assistance with submitting an application, contact the Grants.gov Customer Support Hotline at 800-518-4726 or 606-545-5035, or via e-mail to support@grants.gov.

Note: The Grants.gov Support Hotline hours of operation are 24 hours a day, 7 days a week, except federal holidays.

For assistance with any other requirement of this solicitation, contact the BJA Justice Information Center at 1–877–927–5657, via e-mail to JIC@telesishq.com, or by live web chat .

The BJA Justice Information Center hours of operation are 8:30 a.m. to 5:00 p.m. eastern time, Monday through Friday, and 8:30 a.m. to 8:00 p.m. eastern time on the solicitation close date.

Grants.gov number assigned to announcement: BJA-2013-3472

Release Date: January 2, 2013 http://www.grants.gov/applicants/apply_for_grants.jsp mailto:support@grants.gov http://www.grants.gov/applicants/apply_for_grants.jsp mailto:JIC@telesishq.com http://www.justiceinformationcenter.us/

CONTENTS

Overview 4

Deadlines: Registration and Application 5

Eligibility 5

BCJI Program—Specific Information 5

Performance Measures 16

Notice of Post-Award FFATA Reporting Requirement 18

What an Application Should Include 21 Information to Complete the Application for Federal Assistance (SF-424) Project Abstract

Program Narrative Budget Detail Worksheet and Budget Narrative Indirect Cost Rate Agreement (if applicable)

Tribal Authorizing Resolution (if applicable) Additional Attachments

Other Standard Forms

Selection Criteria 24

Review Process 30

Additional Requirements 30

How To Apply 18

Provide Feedback to OJP on This Solicitation 31

Application Checklist 32

Byrne Criminal Justice Innovation Program

(CFDA #16.817)

Overview

Healthy, vibrant communities1 are places that provide the opportunities, resources, and an environment that children, youth, and adults need to maximize their life outcomes, including high-quality schools and cradle-to-career educational programs; high-quality and affordable housing; thriving commercial establishments; access to quality health care and health services;

art and cultural amenities; parks and other recreational spaces; and the safety to take advantage of these opportunities. Unfortunately, millions of Americans live in distressed neighborhoods2 where a combination of crime, poverty, unemployment, poor health, struggling schools, inadequate housing, and disinvestment keep many residents from reaching their full potential. The complexity of these issues has led to the emergence of comprehensive place-based and community-oriented initiatives that involve service providers from multiple sectors and disciplines, as well as community representatives from all types of organizations, to work together to reduce and prevent crime and to revitalize communities.

In many ways, public safety is a prerequisite for the regeneration of communities and the revitalization of civic engagement in those communities. This public safety component extends beyond criminal justice, though community safety and coordination with criminal justice remains the critical piece. In order to improve and revitalize communities, there must be a role in public safety for all key stakeholders including: education, housing, health and human services providers, faith-based groups, non-profit organizations, local volunteer and neighborhood groups, local safety and law enforcement groups, residents, and businesses that comprise neighborhood clusters.

Research suggests that crime clustered in small areas, or “crime hot spots,” accounts for a disproportionate amount of crime and disorder in many communities. As a result, the last two decades have seen the development of new evidence-based strategies that target these issues and a separate set of activities designed to address community capacity to prevent and deter future crime as a primary component of neighborhood revitalization. In times of limited resources, local and tribal leaders need tools and information about crime trends in their jurisdiction and assistance in assessing, planning, and implementing the most effective use of criminal justice resources to address these issues. They also need a core foundation of resources and tools to support data-driven strategy development, community-driven capacity building for collaborative problem solving, and assistance to identify and implement evidence-based and innovative strategies to target these drivers of crime. A multi-faceted approach like BCJI targets crime in the locations where most crime is occurring. This approach can have the

1 BJA uses “neighborhood” and “community” interchangeably. A neighborhood is an area that has social meaning to residents and is delineated by major streets or physical topography and is typically less than two miles wide. The neighborhood must encompass a proportion of crime hot spot(s) locations that show a consistent history of crime.

This is the geographic area within which the BCJI project activities must take place.

2 A distressed neighborhood is one with hot spots of high crime (overall or types of crime) combined with other key features that may affect a community’s capacity to deter crime including concentrated poverty, high unemployment, low performing schools, and limited infrastructure such as housing, social services, and business.

biggest impact while also building the capacity of the community to deter future crime by addressing three of the social impacts most likely to impact crime: physical disorder, social economic status and resources, and the “collective efficacy” of the neighborhood.3

BJCI is a part of the Administration’s larger Neighborhood Revitalization Initiative (NRI) that supports local and tribal communities in developing place-based strategies to change neighborhoods of distress into neighborhoods of opportunity. Recognizing that interconnected solutions are needed in order to resolve the interconnected problems existing in distressed communities, the BCJI Program is designed to provide neighborhoods with coordinated federal support in the implementation of comprehensive place-based strategies to effectively reduce and prevent crime by connecting this support to broader comprehensive neighborhood revitalization efforts. This coordinated federal support includes integrated training and technical assistance (TTA) resources (which in FYs 2013–2014 will be provided by the Local Initiatives Support Corporation (LISC)), for federal grantees involved in planning or implementing a neighborhood revitalization project; the coordination and alignment of performance metrics and reporting requirements across agencies; and providing priority consideration during the application review process to applicants who aim to combine or leverage their funds with other federal, state, local, and private sector resources.

Deadlines: Registration and Application

Applicants must register with Grants.gov prior to submitting an application. OJP encourages applicants to register several weeks before the application submission deadline. The deadline to apply for funding under this announcement is 11:59 p.m. eastern time on March 4, 2013. In addition, OJP urges applicants to submit applications well in advance of the application due date. See the “How To Apply” section on page 35 for details. Note that while the deadline for submission is 11:59 p.m. eastern time on March 4, 2013, staff assistance through the BJA Justice Information Center is only available until 8:00 p.m. eastern time (see “Contact Information” on the page 2 for more information about BJA’s Justice Information Center).

Eligibility

Refer to the title page for eligibility under this program.

BCJI Program—Specific Information

Why focus on place-based crime strategies?

Overall crime levels are at a 30-year low. Despite this good news, there are some jurisdictions that are still experiencing increases in overall crime or specific types of crime. Within these jurisdictions, the crime is occurring in a small number of locations. In some of these places, a disproportionate amount of all crime jurisdiction-wide occurs in “microplaces” (a city block or even smaller). In some communities, less than 10 percent of all city blocks can drive large proportions of calls for service and crime incidents (as much as 30 to 80 percent). Moreover, 3 Collective efficacy is the mutual trust and a willingness of a community to intervene, for example, in the supervision of children and the maintenance of public order.

crime in these hot spots can be very stable over time, creating an opportunity to effectively prevent crime by focusing on these locations.

While crime hot spots can be disbursed throughout a jurisdiction, they can also be located in communities that are poor, have a limited infrastructure of affordable housing and retail, lack strong schools, and suffer from a shortage of effective community-based organizations to provide needed human services. These communities may also have high numbers of residents on community supervision from the courts or prison, at-risk youth, and people engaged with behavioral health and social services agencies.

Place-based initiatives seek to strengthen the capacity of neighborhood residents and organizations so that they are able to implement comprehensive strategies that aim to revitalize multiple aspects of an entire neighborhood or community to create lasting change for its residents. These place-based initiatives also create new opportunities for alignment across institutions, including federal and local government, tribal government, the private sector, philanthropic and non-profit organizations, and across issue areas including crime, housing, health, education, workforce development, transportation, and business.

The last two decades have seen the development of new evidence-based, place-based strategies that target crime hot spots through enhanced law enforcement strategies and complementary approaches designed to address a community’s capacity to prevent and deter crime.4 At the same time, community-oriented approaches such as Weed and Seed, community policing, and community prosecution have made collaboration with community residents and leaders a priority, building trust and information sharing, enhancing the perception of the community about the fairness and effectiveness of the interventions, and increasing the willingness of community residents to comply with informal social controls in the community.

The criminal justice field has also led efforts to create and test new community-based collaborations that address criminogenic risk factors5 through problem-solving courts like community courts, community corrections and diversion programs, and community-based offender reentry strategies. Finally, making it physically more difficult for crime to occur by addressing physical conditions that increase risk can be very effective, using strategies such as crime prevention through environmental design (CPTED6), related civil legal strategies such as code enforcement and civil nuisance laws to prevent or reduce criminal problems or incivilities,7

4 Law enforcement strategies such as Hot Spots Policing, CeaseFire, Project Safe Neighborhoods, Drug Marketing Intervention, and Problem Oriented Policing have built on data-driven problem-solving combined with tactical enforcement to address high-risk offenders and crime. Some of these strategies have also employed community engagement efforts.

5 Criminogenic risk actors are 1) anti-social personality, 2) anti-social attitudes and values, 3) anti-social associates,

4) family dysfunction, 5) poor self-control, 6) poor problem-solving skills, 7) substance abuse, and 8) lack of employment and/or employment skills.

6 CPTED emphasizes the proper design and effective use of a created environment to reduce crime and enhance the quality of life.

7 Related civil legal remedies might include enforcement of nuisance and drug abatement laws to address problem properties using creative strategies like eviction, land/property use laws, improvements, and tenant screening by the neighborhood association; use of restraining orders to combat batterers, gangs, or delinquent youth; enforcing local ordinances through injunctions against loitering and gang member congregations; and banning of drug paraphernalia, billboards, and spray paint. The use of planning principles including CPTED in connection with these legal tools and technology can provide powerful ways to discourage a range of criminal activity from assaults to drug dealing. Joint community-criminal justice problem solving and communication of community expectations can result in and community revitalization. On OJP’s CrimeSolutions.gov web site there is an index of effective and promising data-driven place-based strategies that applicants are encouraged to consider when developing their strategic plan. These strategies are effective enforcement and intervention strategies that should be employed as part of a comprehensive approach to help the community build protective factors to provide a long-term deterrence to future crime.

Why focus on community-oriented crime strategies?

A critical pillar of the BCJI Program is neighborhood empowerment. By encouraging community residents and leaders to rethink and redefine their civic role as agents for community vitality and change, BCJI enhances the capacity of communities to address the root causes of the social and political challenges that they face. Indeed, community-oriented approaches build trust, facilitate a mutually beneficial exchange of knowledge and resources, enhance the perception within the community about the fairness and effectiveness of policies and interventions, and increase the willingness of the community and those in the criminal justice system to comply with the social mores in the community. Implementing these efforts without community collaboration and support will likely be unsuccessful and may overlook a neighborhood’s unique needs and challenges as well as the ability to develop and implement sustainable neighborhood revitalization. Community leaders and residents are often in the best position to motivate, implement, and sustain change over time and thus, proposals should be developed in collaboration with community members with an eye toward continually building community support for, and responding to, community needs as they evolve over time.

A successful application will include both a data-driven strategy to address crime hot spots while also employing an approach that engages the community and reflects how the neighborhood residents want their neighborhood to change. This strategy must focus on a targeted problem that is the root cause, contributes to, or exacerbates the drivers of crime in the identified community. The fiscal agent must work with its cross-sector partners, the neighborhood residents, and the researcher to validate the targeted problem identified in the application and the interrelated challenges which contribute to the targeted crime concern. Once identified, the fiscal agent must work with its cross-sector partners, the neighborhood residents, and the researcher to identify strategic solutions that directly address the crime problem. The application should propose a targeted set of community-oriented, evidence-based, and data-informed strategies that leverage partnerships with local and regional stakeholders to address the identified crime problem and underlying factors that drive the crime issue. Together, the BCJI strategies should address both the crime problem and the interrelated problems and contribute to a broader plan to revitalize the neighborhood. The plan must clearly outline specific objectives and goals that can be used to measure progress for the identified strategies over time.

What is capacity and how does it fit within the BCJI approach?

The BCJI approach assumes that responsibility for community safety and revitalization belongs to all stakeholders, including community members, service agencies, and government.

Therefore, the overall strategy should include all key stakeholders in the problem-solving improvement to health and safety violations, enforced clean-up and upkeep of blighted properties, eviction of problem tenants, and improved property management, with a resulting efficiency in crime abatement.

http://www.crimesolutions.gov/ process and there must be at least basic capacity to engage community-based partners, community leaders, and residents to collaborate in addressing the priority crime issue identified.

Community capacity refers to the ability to mobilize collective action toward defined community goals. This capacity can be developed through the cultivation of relationships among neighborhood residents, community organizations, and institutions. The capacity of organizations and cross-sector partnerships is defined as the ability to bring stakeholders together to exchange ideas, jointly plan, and collaborate in actions intended to increase safety and strengthen the community directly or indirectly. BCJI is designed to develop or enhance both community capacity as well as the capacity of organizations and cross-sector partnerships.

Communities without the basic capacity to cultivate cross-sector partnerships, engage community residents, and/or identify a public safety related problem within that community should consider applying for other grant programs and/or accessing training and technical resources, including the Building Neighborhood Capacity Resource Center.

How are NRI and BCJI connected?

Each year, the federal government funds numerous crime, affordable housing, health, cradle-to-career education, and community and economic development initiatives through an array of programs. Yet, the need for federal money to fund these initiatives has continued to grow, while the federal budget increasingly has been strained by other competing funding priorities.

Recognizing that interconnected solutions are needed to resolve the interconnected problems existing in high-poverty neighborhoods, the Neighborhood Revitalization Initiative—a White House-led collaboration between the U.S. Departments of Education (ED), Health and Human Services (HHS), Housing and Urban Development (HUD), Justice (DOJ), and Treasury—is developing a new approach to neighborhood revitalization to better support community-based initiatives that produce significant benefits for distressed neighborhoods as well as surrounding areas.

To facilitate this comprehensive approach, in part, these federal agencies that award place-based grants aim to offer grantees an integrated system of support by breaking down “silos” so that solutions are implemented more effectively and efficiently and communities can access services in a more comprehensive and coordinated way. Moreover, these federal agencies are working together to make it easier for a single community to leverage federal resources and reduce barriers to effective and coordinated implementation of federal grants.

Due to similarities in geographic targets and the inextricable link between housing, education, health, economic development, and public safety, applicants should develop a plan to coordinate BCJI with other existing neighborhood revitalization efforts—such as ED’s Promise Neighborhoods,8 HUD’s Choice Neighborhoods9 and/or HHS’s Community Health Center10 grants, or Treasury’s Community Development Financial Institutions11 (CDFI) funds—whenever these resources are directed to locations proposed to be targeted with a grant under this

8 For more information, go to www2.ed.gov/programs/promiseneighborhoods/index.html.

9 For more information, go to portal.hud.gov/hudportal/HUD?src=/program_offices/public_indian_housing/programs/ph/cn.

10 For more information, go to www.bphc.hrsa.gov/about/index.html.

11 For more information, go to www.cdfifund.gov.

http://www.buildingcommunitycapacity.org/ http://www2.ed.gov/programs/promiseneighborhoods/index.html http://portal.hud.gov/hudportal/HUD?src=/program_offices/public_indian_housing/programs/ph/cn http://bphc.hrsa.gov/about/index.html http://www.cdfifund.gov/ solicitation. While coordination with Promise, Choice, and Community Health Center grants, and CDFI funds is a priority, DOJ acknowledges that applicants may not be co-located with these grants, and co-location with these revitalization efforts, is not a requirement to receive BCJI funding.

Coordinating funding streams from multiple sources is crucial to achieving sustainable change;

all applicants are encouraged to develop plans to coordinate public and private infrastructure and funding streams at the federal, state, and local level. For a partial list of federal funds available for neighborhood revitalization, see Appendix 1 of the White House Neighborhood Revitalization Initiative Report. Applicants are also encouraged to go to the BJA web site for other potential resources to support community safety goals, including grants and training and technical assistance.

In addition to allowing for more sustainable funding, effective program coordination acknowledges the interrelatedness of neighborhood assets in rebuilding the neighborhood economy. Wherever possible and appropriate, applicants should consider partnering (by braiding funding streams, contributing to policy development, etc.) with organizations engaged in revitalization of other neighborhood assets. Public safety revitalization is especially suitable for collaboration across assets, as improving public safety can be a prerequisite for creating sustainable change within other neighborhood assets.

These coordinated efforts should result in the strategic investment of resources into the following key neighborhood assets:

a. Developmental assets that allow residents to attain the skills needed to be successful in all aspects of life (e.g., educational institutions, early learning centers, and health resources);

b. Commercial assets associated with production, employment, transactions, and sales (e.g., labor force and retail establishments);

c. Recreational assets that create value in a neighborhood beyond work and education (e.g., parks, open space, arts organizations, restaurants, movie theatres, and athletic facilities);

d. Physical assets associated with the built environment and physical infrastructure (e.g., housing, commercial buildings, roads, sidewalks, and bike paths); and

e. Social assets that establish well-functioning social interactions (e.g., criminal justice, juvenile justice, and community engagement).

By focusing resources in targeted places, and by drawing on the compounding effect of well-coordinated actions, BCJI will support local efforts to build neighborhoods of opportunity.

Goals, Objectives, and Program Approach

The goal of BCJI is to improve community safety by designing and implementing effective, comprehensive approaches to addressing crime within a targeted neighborhood as part of a broader strategy to advance neighborhood revitalization through cross-sector community-based partnerships. To achieve these goals, successful strategies must commit to accomplishing the following objectives:

http://www.whitehouse.gov/sites/default/files/uploads/nri_report.pdf http://www.whitehouse.gov/sites/default/files/uploads/nri_report.pdf

1. Identify a neighborhood with a concentration of crime hot spots which have for a period of time composed a significant proportion of crime or types of crime.

2. Identify and build upon existing planning efforts, if any, to revitalize the neighborhood or address issues that relate to the crime issues identified.

3. Enhance a community-based team with the presence of criminal justice, social service, and neighborhood revitalization partners to implement the project.

4. Offer ongoing community engagement and leadership building support and ensure the community is engaged in the process.

5. Collaborate with local law enforcement and a research partner to conduct an analysis of crime drivers and an assessment of needs and available resources.

6. Develop a strategy that offers a continuum of approaches to address the drivers of crime, including potentially, enforcement, prevention, intervention, and revitalization strategies.

7. Establish effective partnerships both to provide solutions along the continuum and commit resources to sustain what works.

8. Implement a comprehensive and coordinated strategy with support from the BCJI TTA provider.

9. Assess program implementation in collaboration with research partners, and plan for sustainment of effective strategies with private and public state, local, and tribal funding.

To be a successful applicant, the fiscal agent must:

1. Have capacity to engage residents and critical partners and coordinate the implementation of a comprehensive and coordinated action plan on the ground.

2. Demonstrate support of the local law enforcement agency and a research partner, including letters of support from each.

3. Demonstrate partnerships with cross-sector partners, including at least one letter of support.

4. Demonstrate existing partnerships with community leadership, including at least one letter of support.

5. Demonstrate the existence of a mechanism to engage neighborhood residents (e.g., surveys, focus groups, town halls, regularly scheduled community meetings, etc.).

6. Demonstrate ability to coordinate, collaborate, and advocate among service providers including behavioral health, non-profit and faith-based organizations, community development practitioners, education, businesses, and local government (e.g., by the formation of a diverse advisory board or cross-sector partnership team to address an identified problem).

7. Include details of any existing local initiatives or efforts to revitalize the neighborhood or address issues that relate to the crime issues identified.

8. Support the planning and sustainment of the program through proactive program management tied to rigorous research and data analysis, program assessment, and leveraging of other funding and resources to support the project and its long-term sustainability.

Elements of BCJI

Place-based strategy: Targets a neighborhood with high levels of crime or types of crime in order to most effectively direct resources and to positively influence multiple social disorganization factors such as concentration of high-risk residents, limited infrastructure, and collective efficacy of community and physical conditions. Specifically, research shows that targeting a neighborhood with a number of geographic “hot spots” of criminal activity is effective in preventing and reducing crime, but should also build upon other existing efforts to revitalize the community by addressing underlying needs of residents, engaging the community in problem solving or improving the physical infrastructure consistent with CPTED principles. An initial strategy to clearly define the nature, extent, and factors of the crime issue and to target the criminal activity with a comprehensive, community-oriented approach is essential.

Collaboration building with neighborhood revitalization partners and efforts can build positive infrastructure to prevent future crime and to enhance the legitimacy of strategies.

EXAMPLE 1: An identified issue might be drug- and gang-related crime occurring in vacant properties and lots, and an abandoned playground, all near a housing project that is undergoing a plan for revitalization with HUD and other funds. The initial data analysis might show that the prior law enforcement responses had been limited and their impact did not last, in part because the physical location attracted the drug and gang activity and made enforcement challenging. The response could include enforcement efforts by federal and local law enforcement, U.S. Attorneys, and local prosecutors to address directly the drug dealing and other gang related crime. The strategy might also employ an assessment of the area and development of a CPTED strategy that includes collaboration with local housing, public works, and recreation department to clean up the community with residents, secure and renovate vacant houses and lots, redevelop the playground, and develop a public safety strategy as a component of the housing revitalization project.

EXAMPLE 2: Another example might include a community where there are significant and increasing levels of crime. The initial analysis might show that these crimes were driven in part by individuals released from the state prison, and that they and their families compose 30 percent of all residents in the targeted community. The response could include increased presence and community-oriented supervision by parole, coordination with law enforcement, and coordinated reentry support services, including employment, cradle-to-career education, counseling, and treatment. The school could be a critical partner in engaging in community and family partnerships to address the underlying risk factors for these returning residents and in breaking the cycle with their children through prevention and family support efforts including counseling and substance abuse treatment and prevention.

These are just two of many potential examples of how BCJI seeks to comprehensively address a targeted crime issue.

Data-driven problem solving: Local researcher-practitioner partnerships12 can help a community collaboration to use data and intelligence to clearly define problems, identify evidence-based and innovative strategies, and periodically assess program implementation to refine the approach and enhance the program. They can also help communities assess gaps in services, strategies, and partners. Finally, these approaches seek to identify and reduce the impact of the drivers of crime and locations of crime hot spots, rather than just responding to incidents of crime through traditional arrest, prosecution, and sentencing.

12 Research partnerships can help BCJI grantees better understand the problems in their community and provide the partners with practice- and policy-relevant information while affording researchers the opportunity to contribute to the current body of knowledge.

Community-oriented: To catalyze and sustain change, there must be active involvement and leadership of neighborhood residents throughout the revitalization process. Understanding residents’ views of the neighborhood, particularly the neighborhood’s needs and assets, and how residents want their neighborhood to change, is critical. Tactical enforcement by criminal justice partners are maximized through collaborations with community residents and institutions, building positive social controls that can deter future crime13 and the legitimacy of police, prosecutors, and other criminal justice partners. This legitimacy can increase a community’s potential for collaboration with criminal justice partners, assist them in contextualizing issues, and solve problems more effectively. Engaging in community-oriented strategies should be driven by local data and needs, and address critical issues comprehensively—for example, addressing drug markets and sales through enforcement, treatment, and prevention.

Jurisdictions are also strongly encouraged to seek the support of the U.S. Attorney and local policymakers.

Cost effective: Place-based strategies, if implemented correctly, should assist local jurisdictions in maximizing their resources by identifying the drivers of crime in persistently high-crime communities and targeting these drivers through comprehensive strategies. To ensure the success and sustainability of place-based efforts, projects should include several critical aspects to their structure and approach:

Planning Based: Implementation of BCJI must include a critical planning period to ensure the engagement of critical partners—such as the community residents, local researcher, and practitioner agencies—and to access accurate data to conduct a data analysis to clearly define the crime locations and drivers, development of research-based and/or innovative strategies, and assess gaps in resources and partners. This data is critical to be able to target the drivers of crime in the hot spots. This planning phase is discussed in more detail under Award Categories, Amount, and Length on page 13.

Leverages Research and Innovation: To maximize resources, communities should target drivers of crime through research-based strategies. Where there are gaps in research, communities are encouraged to engage in data-driven innovation to build new strategies or test promising interventions. BCJI is designed to assist communities with a strategic revitalization effort that aligns their resources in targeted areas to effectively reduce and/or eliminate risk factors that lead to crime. Resources about evidence-based practices include the CrimeSolutions.gov web site (see more information below), web sites for specific research-based practices and programs, and training to support local researcher-practitioner partnerships. To continue to add to knowledge generation, contingent upon the availability of funding in future fiscal years, BJA plans to evaluate a small number of the grantee sites to enhance knowledge about the effectiveness of these approaches.

Capacity Building: The communities best suited to place-based, community-oriented strategies should have a demonstrated commitment and capacity to form partnerships and work collaboratively, even if they face ongoing challenges in their attempts to identify crime issues and develop a targeted strategy to address those issues.14 Developing the

13 Examples include previously funded Weed and Seed, community policing, community organizing, and community prosecution.

14 Communities without this basic capacity should consider utilizing the TTA resources, including those available through the companion Building Neighborhood Capacity Program.

https://www.bja.gov/ProgramDetails.aspx?Program_ID=70 capabilities of a cross-sector partnership as well as the community at large should be a key strategy of organizations pursuing comprehensive neighborhood revitalization. Investing in and building organization capacity–community engagement, building and managing data systems, recruiting and retaining staff, and developing resources are examples of organizational capacity that take money, time, and energy. Developing these capabilities should be a key strategy of organizations pursuing comprehensive neighborhood revitalization, rather than an afterthought.

Evidence-Based Programs or Practices

OJP places a strong emphasis on the use of data and evidence in policy making and programming in criminal justice. OJP is committed to:

• improving the quantity and quality of evidence OJP generates;

• integrating evidence into program, practice, and policy decisions within OJP and the field; and

• improving the translation of evidence into practice.

OJP considers programs and practices to be evidence-based when their effectiveness has been demonstrated by causal evidence, generally obtained through one or more outcome evaluations. Causal evidence documents a relationship between an activity or intervention (including technology) and its intended outcome, including measuring the direction and size of a change, and the extent to which a change may be attributed to the activity or intervention.

Causal evidence depends on the use of scientific methods to rule out, to the extent possible, alternative explanations for the documented change. The strength of causal evidence, based on the factors described above, will influence the degree to which OJP considers a program or practice to be evidence-based. OJP’s CrimeSolutions.gov web site is one resource that applicants may use to find information about evidence-based programs in criminal justice, juvenile justice, and crime victim services.

Award Categories, Amount, and Length

In FY 2013, two categories of BCJI applications are solicited. Category 1 solicits applications to plan and implement a place-based, community-oriented crime strategy in a targeted neighborhood (“Planning and Implementation” grants). Category 2 solicits applications to enhance an existing community-based initiative by planning and implementing an enhancement to a place-based community-oriented crime strategy in a targeted neighborhood as a component of a broader neighborhood revitalization plan (“Enhancement” grants).

Both Category 1 and Category 2 grants require a planning phase which is described in detail below. BJA will make grant awards for up to $1 million for Category 1 applicants and up to $600,000 for Category 2 applicants for an initial 15-month project period, with the goal of approving a full 36-month project period once the planning is completed and a revised implementation and/or enhancement strategy and budget is approved. During the planning phase, grantees will only have access to a small portion of funds to fund the initial data analysis, problem assessment, and identification of evidence-based practices by the research partner in addition to other planning activities. At the conclusion of the planning phase, grantees will be required to revise and resubmit to BJA their project proposals for a thorough review. Grantees must then receive BJA’s approval of the plan before they will be permitted to advance to the implementation and/or enhancement phase of the grant, access the remainder of the grant funds, and receive approval to extend the project period to the intended full 36 months. During the review of the revised plan, grantees will have an opportunity to address any issues or concerns in the revised implementation and/or enhancement strategy. Grantees whose implementation and/or enhancement plans are not approved within a reasonable time after receiving feedback from BJA staff may not receive access to the funds for implementation and/or enhancement or an extension of their project period past the initial 15-month period.

All awards are subject to the availability of appropriated funds and to any modifications or additional requirements that may be imposed by law.

Category 1: Planning and Implementation. Competition ID: BJA-2013-3473.

BJA anticipates that it will make awards of up to $1 million each for an initial 15-month project period. During the initial project period, grantees will only have access to the planning funds of up to $150,000 of the overall total award. During the initial 15-month project period, the grantee will complete the planning activities and submit a revised plan and budget narrative and detail for the implementation phase. Only upon BJA’s approval of the implementation plan will the project period be extended to the intended full 36-month project period and the special condition which will allow the grantee to use the implementation funding will be released.

Category 1 applicants will plan and implement a BCJI strategy that builds partnerships and collaborations in an effort to address a chronic crime issue(s) within the target neighborhood.

This category includes applicants who may already have some anti-crime initiatives in place, but not a multifaceted place-based program. Applicants with existing anti-crime initiatives will use those initiatives as a platform to plan and implement a BCJI strategy that builds partnerships and collaborations in effort to address a chronic crime issue within the target neighborhood. The crime issue must represent a significant proportion of crime or type of crime within the larger community or jurisdiction.

Spearheaded by the fiscal agent, this BCJI strategy should be designed by a cross-sector partnership to include community stakeholders, law enforcement, and local research partner.

This cross-sector partnership will complete an integrated planning phase to analyze the crime issue using data and will develop a coordinated response that includes both place-based and community-oriented strategies to address the crime issue. To successfully develop and implement the BCJI strategy, the cross-sector partnership will need to work with public and private agencies, organizations (including philanthropic organizations), and individuals to gather and leverage resources needed to support the financial sustainability of the plan. To achieve the core goal of BCJI, the cross-sector partnership is encouraged to consider how the BCJI strategy, once implemented, might serve as the platform to a future neighborhood revitalization plan.

A 9–12 month planning component must be built into every BCJI implementation grant award to allow the team to collect and analyze data and assess needed resources and partners prior to implementation. BCJI will provide national leadership in partnership with LISC, the TTA partner.

The fiscal agent will oversee the process through which crime issues are identified, strategy development, and performance management with the research partner, and the fiscal agent will coordinate efforts to leverage other resources and funding. Up to 12 months of the total project period can be used to complete the planning phase of the BCJI strategy.

To ensure a focus on planning, data collection, research, and analysis, the funding for the initial planning period will be limited to up to $150,000 for implementation grantees. Of this, the application must clearly document that at least one third and ideally as much as one half must be committed to the cost of initial data analysis, problem assessment, and identification of evidence-based practices by the research partner. After the initial planning period and approval by BJA of a revised plan and budget,15 the implementation phase begins. The plan and budget must be approved by BJA prior to release of funds and before any implementation initiatives begin. Grantees must ensure that the core elements of BCJI are in place; they have collected baseline data; and there must be a strong research or data base for proposed place-based programs or strategies.

Category 2: Enhancement. Competition ID: BJA-2013-3474.

BJA anticipates that it will make awards of up to $600,000 for an initial 15-month project period.

During the initial project period, grantees will only have access to the planning funds of up to $90,000 of the overall total award. During the initial 15-month project period, the grantee will complete the planning activities and submit a revised plan and budget narrative and detail for the enhancement phase. Only upon approval of the enhancement plan by BJA will the project period be extended to the full 36-month project period and the special condition which will allow the grantee to use the enhancement funding be released.

Category 2 applicants will plan and then augment an established partnership and collaboration to address a chronic crime issue(s) within the target neighborhood. The established partnership or collaboration can have either a crime or neighborhood revitalization focus. The crime issue must produce a significant proportion of crime or type of crime within the larger community or jurisdiction. The established partnership will strengthen its coalition by adding other essential partners, such as the local law enforcement agency, other criminal justice partners, the research partner, and revitalization partners. The established partnership will also build resident and community support for and involvement in the development and implementation of the BCJI strategy. This new cross-sector partnership will then designate a fiscal agent and develop a BCJI strategy to comprehensively address crime in targeted hot spots. The BCJI strategy will consist of place-based, community-oriented crime strategies and will include the BCJI program elements as outlined in this solicitation. To successfully develop and implement the BCJI strategy, the cross-sector partnership will work with public and private agencies, organizations (including philanthropic organizations), and individuals to integrate funding streams and high-quality programs into the BCJI strategy, and also leverage resources needed to support the financial sustainability of that strategy. To achieve the core goal of BCJI, Category 2 requires implementation of the BCJI strategy in collaboration with a neighborhood revitalization plan.

A 3–6 month planning component must be built into every BCJI enhancement grant award which will allow the team to collect and analyze data and assess needed resources and partners prior to enhancement. BCJI will provide national leadership in partnership with LISC, the TTA partner. The fiscal agent will oversee project assessment and management with the research partner and coordinate efforts to leverage other resources and funding.

To ensure a focus on these issues, the funding for the initial planning period will be limited to up to $90,000 for enhancement grantees. The application must clearly document that at least one

15 This will be accomplished by release of the related special conditions.

third and ideally as much as one half must be committed to the initial data analysis, problem assessment, and identification of evidence-based practices by the research partner. After the initial planning period has ended, the enhancement phase of the grant begins. The plan and budget must be approved by BJA prior to release of funds and before any enhancement initiatives begin. Grantees must ensure that the core elements of BCJI are in place, they have collected baseline data; and there must be a strong research or data base for proposed place-based programs or strategies.

Budget Information

Limitation on Use of Award Funds for Employee Compensation; Waiver With respect to any award of more than $250,000 made under this solicitation, recipients may not use federal funds to pay total cash compensation (salary plus bonuses) to any employee of the award recipient at a rate that exceeds 110 percent of the maximum annual salary payable to a member of the federal government’s Senior Executive Service (SES) at an agency with a Certified SES Performance Appraisal System for that year. The 2012 salary table for SES employees is available at www.opm.gov/oca/12tables/indexSES.asp.