Criminal Justice Integration

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					                       Criminal Justice Integration
                                  Strategic Plan
                                    2010 - 2012
                      DRAFT January 2010 - Rev. 2
In July 2009, the executive committee of the Criminal Justice Coordinating Council
(CJCC) chartered the CJI subcommittee with creating a strategic plan and direction
for CJ IT over 3-5 years. This plan outlines ideas for the continuation and growth of
the CJI project in order to serve the mission and goals (updated August 2008) that
have made it a success thus far.

To facilitate the electronic availability and exchange of information between agencies
within the criminal justice community resulting in streamlined processes that
improve service to the community.

   To eliminate redundant data entry, saving resources and reducing the
    opportunity for error
   To pursue integration solutions between local agencies
   To create a common knowledge base within the criminal justice community
   To be cost effective by standardizing integration components, processes and
   To align initiatives and activities with the strategic direction of state and federal

In the mid-1990s, the Coconino County Technology Work Group was established to
develop and recommend standards and process improvement plans regarding
integrated systems design for hardware, software, network and data utilized by more
than one criminal justice system agency in Coconino County – as well as the
technology needed to implement recommended process improvements. In 1998, the
group conducted agency interviews to document the technology utilized in each
agency, agency goals for future technology, and its perception of system-wide needs
for the overall criminal justice system in Coconino County. The goal at that time was

        … to substantially improve the effectiveness of its criminal justice system
        through the implementation of technology that enables the access to and
        sharing of information for operational and statistical purposes. This vision is
        to be accomplished without adversely affecting the internal technology goals
        of individual agencies.

Participating (interviewed) agencies were Police Department and Municipal Court
(City of Flagstaff) and Sheriff, County Attorney, Justice Courts, Superior Court, Public
Defender, and Probation (Coconino County).

In September 1998, the Coconino County Criminal Justice Technology Integration
Project was established as a collaborative project between the criminal justice
agencies of Coconino County, the City of Flagstaff, the ACJC and the AOC. The
project had defined goals, participants, benefits, milestones, and stakeholder roles.
Coconino County was selected as a pilot site for the development of an integrated
Criminal Justice System and was to become the model for integration for Arizona.

By the end of 2001, a proof of concept model for integration was completed. Grant
monies (ACJC Criminal Justice Records Improvement Program (CJRIP) III, CJRIP IV
and NCHIP VI grants) were received and spent on computerized systems for law
enforcement (Flagstaff Police Department and the Sheriff’s office) and the Coconino
County Attorney’s office, and for middleware infrastructure.

The operational costs of the central integration environment (middleware), including
personnel required to maintain and develop new functionality, were funded by the
NCHIP program until September 30, 2004 when the grant expired. In 2006, the City
of Flagstaff and Coconino County entered into an intergovernmental agreement
(IGA) to continue funding the Criminal Justice Integration Project. Today, many data
exchanges are in production, passing electronic information between participating
agencies on a regular basis.

In a related area, an ad hoc group of key players in the Coconino County criminal
justice system was formed in late 2003 to address various issues such as jail
overcrowding and case processing. In July 2004, they received technical assistance
from National Institute of Corrections (NIC) consultants who provided
recommendations and information to help formalize the group. In March 2005, the
Criminal Justice Coordinating Council (CJCC) was established and CJI became an ad
hoc subcommittee of this group.

Local CJI partners include: Coconino County Adult Probation, Clerk of the Superior
Court, Coconino County Attorney’s Office, Coconino County Information Technology,
Coconino County Juvenile Probation, Coconino County Public Defender, Coconino
County Legal Defender, Coconino County Sheriff’s Office, Flagstaff City Attorney’s
Office, Flagstaff Justice Court, Flagstaff Municipal Court, Flagstaff Police Department,
Superior Court Administration.

The Criminal Justice Integration (CJI) project provides many benefits to county-level
criminal justice agencies. Current data exchanges contribute to the improved
effectiveness of the system through improved data integrity (increased accuracy and
consistency of data captured at the source), the elimination of redundant data entry,
and the timely passing of information. The availability and delivery of accurate
electronic information contributes to the efficiency and productivity of both sending
and receiving agencies, ultimately resulting in improved responsiveness and service
to the community. System-wide there is a potential to redeploy data entry personnel
to other important duties and reduce the environmental and financial impact of
creating, transporting and storing paper copies of data at multiple agencies.

State-level agencies such as the Department of Public Safety (DPS) and the
Administrative Office of the Courts (AOC) benefit from the project through the
receipt of updated criminal history information and by local participation in data
sharing initiatives such as the JUSTIS Data Warehouse, CopLink and Justice Web
Interface (JWI) – which in turn, benefit other criminal justice-related participants
throughout Arizona and in other participating states.

The strategic plan is divided into key areas of focus as identified by stakeholders
attending the retooled CJI subcommittee meeting on August 21, 2009: Ongoing
maintenance, alignment with the strategic plans and technology plans of partner
agencies, and CJI project inventory and selection. The CJI subcommittee
recommends that priorities and progress toward these key focus areas be reviewed
on a semi-annual basis.


Ongoing Maintenance
    1) Provide daily operational support and troubleshooting of the existing
        integration environment including hardware, databases, software applications
        and middleware integration processes.

    2) Develop and refine applications and processes which augment, increase
        resilience, address vendor shortfalls, improve user experience or increase

    3) Modify existing code to improve performance or to accommodate changes
        requested by sending or receiving agencies.

    4) Comply with vendor required maintenance updates, upgrades or file changes.

    5) Monitor and modify systems to achieve maximum performance and optimum
        utilization of resources.

    6) Reduce maintenance and enhancement costs by routine enhancements,
        hardware and software upgrades, and implementation of solutions which
        simplify and standardize components and processes.

    7) Maintain DPS network security certification and adhere to applicable security
        and authentication policies, procedures and best practices.

    8) Coordinate with the Coconino County COOP plan for continuation of
        operations/disaster recovery planning and readiness.

Alignment with Strategic Plans
It is important that the CJI Strategic Plan be aligned with the plans of other criminal
justice and technology-related partners including, but not limited to, the Criminal
Justice Coordinating Council (CJCC), Coconino County Courts, Coconino County
Sheriff’s Office, Administrative Office of the Courts (AOC), Coconino County
Information Technology, and Arizona Criminal Justice Commission (ACJC).

Strategic and Technology Goals:
    1) Expand and improve electronic integration between justice-related
        department and agencies.

    2) Investigate opportunities for collaboration between departments and with
        outside entities to leverage resources and technology improvements and to
        share knowledge and expertise.

    3) Pursue technology solutions that improve the efficiency of criminal justice
        services and provide access to information for authorized users at the time it
        is needed.

    4) Stay informed of strategic direction, technology trends, automation projects,
        and data sharing initiatives at the state or federal level which may have an
        impact locally or that the committee would want to pursue.

    5) Establish a planning process and explore sustainable funding sources to
        support continued collaboration.

    6) Identify and provide tools to allow justice partners to analyze data and make
        proactive knowledge-driven business decisions.

    7) Maintain a stable, secure, scalable, supportable and recoverable integration
        environment (middleware, hardware, software, development tools), planning
        for compatibility with evolving case/record management systems,

         infrastructure, applications and projects undertaken by agencies who send or
         receive data.

    8) Standardize integration components and processes where possible to reduce
         system complexity, aligning with defined standards adopted by partner

    9)   Incorporate sustainable practices into our technology and project decisions –
         for example:
              a. Reduce waste
              b. Better management of utilities
              c. Environmentally responsible technologies and products

Project Inventory and Selection
    1) Document potential projects on a continuous basis as they are identified.
                 How does the project support the goals of the CJCC/CJI project
                 Identify the project sponsor and agencies who are affected or served
                 Resource/cost estimates
                 Is vendor involvement required
                 Possible funding sources

    2) Develop a project prioritization process, considering:
                 Interdependencies with other projects
                 Resource requirements, including cost to implement
                 Ongoing operational demands and cost
                 Return of investment or other benefit to agencies and citizens
                 Legislative mandates
                 Agency or vendor timelines

    3) Maintain an ongoing project list and timeline with coordinated change
         management to assure that interdependent infrastructures continue to
         function together. Because of this interdependence, projects may be added on
         short notice or priorities changed due to court or legislative mandates,
         budgetary issues, grant opportunities, or availability of vendors or other


Active and anticipated projects listed in no particular order.

Intergraph receipt of CA case number
    Update the arrest module with the attorney case number.
Adult Probation notification of client contact
    Leverage existing integration to provide email notification to assigned probation
        officers and supervisors of possible client contact with law enforcement (jail,
        citation, arrest).
Arizona Disposition Reporting System (ADRS)
    Integration of ADRS with the attorney case management system to route and
        transport messages to and from DPS.
Expansion of eCitations
    This is a multi-faceted project with many possibilities which would likely be
        selected and implemented separately or in phases.
       Additional hardware (hand held mobile devices) for all FPD officers
       Ability to capture thumbprint information
       Expansion to Sheriff’s Office
       Citations integration to Juvenile Court (AzJOLTS)
       DPS citations to Justice Court
       Modify integration process to send citations to Municipal Court directly from
        handhelds (parallel process to Intergraph import)
AJACS integration with APETS
    Explore integration points between the new courts case management system and
        existing system used by Adult Probation.
JWI for Adult Probation
    AOC-JWI pilot. Identify other agencies which may benefit.
Queries from APETS, JOLTS
    Pursue access to reporting by super users at Adult Probation and Juvenile Courts.

No Files automation
    Modifications to existing disposition reporting application used by County
        Attorney to eliminate manual changes to raw data files, process daily, and
        generate notification to users.
CopLink implementation for Sheriff’s Office
    Includes four nodes combining and expanding beyond Arizona (Texas and
Warrants data exchange
    The AOC has indicated that this is an area which may be pursued by the ACJC.
Attorney case management system upgrade
    Software upgrade to include existing CJI interfaces for the case management
        system (DAMION) used by Coconino County and City of Flagstaff attorneys.
DAMION Discovery module
    Software upgrade to the attorney case management system.
Implementation of AJACS/LJ CMS (citation interface)
    The AOC is rolling out new case management systems to the general jurisdiction,
        then limited jurisdiction courts requiring modification to the existing
        integration process for citations. Explore alternate ways to use court filing and
        initial appearance data with the new system.
EDMS upgrade
    Upgrade for court and non-court users to allow for integration with court case
        management systems.
Reporting of audited and mined CJI data
    Explore whether non-identifying information passing through the middleware
        infrastructure would be useful to agencies for trend analysis and reporting.
SQL Server upgrade
    Upgrade of CJI databases to SQL Server 2008.
MQ upgrade
    Upgrade of IBM Websphere MQ to 7.0.1
Telecommunication upgrade
    Communication infrastructure changes with the establishment of a State-Wide
        Public Intranet to conduct County communications throughout the state
        (State of Arizona Counties Communication Network - SACCNet).
Operational process review
    Ongoing review, upgrade and enhancement of technology and processes.

Business process improvements
    Identify hard copy data and other information manually pushed between agencies
        which could be automated or other workflow processes which could be
        improved through the use of technology.
Paperless process implementations
    Automate paper exchange for disseminating information between agencies.
Data sharing standards
    Identify data sharing issues and develop standards recommendations for sharing
        data among the agency and department systems.

With the current economic situation, the committee will continue to focus on projects
which do not require additional investment or capital outlay. Several of the identified
projects can be accomplished using internal resources.