JJAG, a governor-appointed advisory board under the Maine Department of Corrections, plays a central role in shaping juvenile justice policy and allocating federal Title II funding. The board represents a cross-section of stakeholders, including legal professionals, law enforcement, educators, community leaders, and youth with lived experience.
At the same time, juvenile justice systems across the country continue to face persistent disparities and inconsistent outcomes. National data shows that Black youth are 5.6 times more likely to be placed in juvenile facilities than their white peers, reinforcing the need for structured, system-level reform.
Within this context, JJAG needed a strategic plan that could do more than meet compliance requirements. The board needed a clear framework to align priorities, guide funding decisions, and support long-term system improvement.
JJAG faced a complex planning environment with multiple stakeholders, competing priorities, and varying perspectives on reform. The existing plan required a full review to assess progress, identify gaps, and align future direction with current system conditions.
In addition, the board needed a stronger, shared understanding of how disparities and system dynamics influence outcomes. Without that alignment, it would be difficult to develop a plan that moves beyond compliance and drives effective decision-making.
As a result, JJAG needed a structured planning process that could both build alignment and translate that alignment into a clear, executable strategy.
CDG led a structured engagement that combined strategic planning with targeted capacity-building to support informed decision-making.
First, CDG facilitated 42 hours of structured sessions with JJAG members to strengthen their understanding of how system dynamics, disparities, and policy decisions shape outcomes in juvenile justice. These sessions focused on inclusion, belonging, and system awareness, and were designed to ensure the board had a shared foundation before entering the planning process.
Next, CDG applied The Ellison Model 7-Step Strategic Planning Process to guide the development of the three-year plan. This included reviewing the prior plan, conducting system and data analysis, and facilitating structured workshops to define goals, priorities, and implementation strategies.
At the same time, CDG supported stakeholder engagement through facilitated sessions that allowed board members to contribute input, align perspectives, and refine priorities. This ensured the plan reflected both data-driven insights and the collective expertise of the board.
In addition, CDG provided technical assistance throughout the process, including research, data analysis, drafting, and quality assurance, to ensure the final plan met OJJDP requirements and operational needs.
CDG translated strategy into a coordinated and disciplined planning process. The engagement included system assessment, national benchmarking, and continuous stakeholder engagement to maintain alignment and forward movement.
CDG also established a structured workflow that included a writing committee, regular feedback loops, and iterative updates to the plan. A centralized digital workspace supported collaboration, data tracking, and document development.
This approach allowed JJAG to move from broad discussions to clearly defined goals, objectives, and implementation priorities within a defined timeline.
CDG delivered a comprehensive 30-page three-year strategic plan that meets federal OJJDP requirements and provides a clear roadmap for juvenile justice policy, funding, and system improvement.
The plan includes updated vision, mission, and value statements, along with defined goals and objectives aligned with current system needs. It also establishes a structured approach to guide funding allocation and program priorities across the state.
Equally important, the engagement strengthened alignment across the board. The combination of structured planning and facilitated sessions allowed JJAG members to build a shared understanding, resolve differences, and move forward with clarity.
JJAG leadership highlighted CDG’s project management, data analysis, and facilitation as critical to completing the plan within the required timeline while maintaining quality and alignment.
JJAG now operates with a clear, federally compliant strategy that connects policy, funding, and system improvement efforts. The board is better positioned to advise policymakers, guide resource allocation, and support more effective outcomes across Maine’s juvenile justice system.
This work established a structured foundation for long-term reform, strengthened decision-making capacity, and created a repeatable model for strategic planning in complex public sector environments.
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