Category:Planning View

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The Planning View provides executives a framework to guide decisions on what examining their information sharing activities and examining what business areas would benefit most from information sharing initiatives. It will aid in creating a prioritized and rational project portfolio. Once high-level priorities are established, e.g. Warrant Management or Sentence Disposition, the assessment transitions to the Operational View to determine what activities and documents would most benefit within the high-level priority.

Planners will want to consider questions and provide information to guide planning discussions to consider how policies, processes, systems, and information are currently organized and what a ‘to-be’ environment might look like as an enterprise for their agency interactions.

  • What policy objectives do we seek to achieve with information sharing?
  • What current business challenges is the justice community facing, and how can we address those problems with information sharing?
  • What risks are inherent in information sharing, and how do we mitigate those risks? For example, development and enforcement of proper privacy policies mitigates the risks associated with the maintenance and exchange of personally identifiable information (PII).
  • What governance models are in place to establish ownership and control over information and information exchanges?
  • Are there principles to determine who should provision and control information and exchanges?
  • What strategic plans exist currently, and what is the progress toward those plans? How do jurisdictions and agencies align with those plans?
  • Who is—or should be—exchanging information?
  • What are the measures of success?
  • What funding mechanisms are available to fund development, maintenance and exchange of justice information?
  • How capable are law enforcement agencies to maintain information on: what % of incidents use force, what information collected can contribute to measure effectiveness of law enforcement?
  • Authoritative data sources, sets, e.g. NIBRS, NDex but look at data sources outside traditional LE sources (or justice), e.g. hospitals

Planning for an enterprise-wide architecture begins with understanding which business problems are most critical to your agency, what business processes and supporting capabilities are needed to address the business problem, and what technologies, infrastructures, and services to deploy. In the Criminal Justice and Public Safety domain, areas of high concern include: Drug-Related Crime, High Recividism Rates, Firearms Registration & Control, Protection of Civil Liberties, Juvenile Justice, Mental Health of Offenders,Gang-Related Crime, Cybercrime, Missing & Exploited Children, and Prescription Drug Monitoring.

Justice Coordination Model

The criminal justice system in the United States is a complex national enterprise consisting of independent units of government (jurisdictions and agencies) that must coordinate their activities in order to achieve the universal goal of an efficient and effective justice system. Coordination of effort across governance and accountability boundaries has manifested most clearly in a major national effort - embraced by Federal, State, Local, Tribal, and Territorial (F/S/L/T/T) to share information across their boundaries. The independent and differing legislative proscriptions precludes an integrated model, but rather the fostering of coordination agreements on how information sharing should happen. The Integration of Judicial Information is a more extended discussion on information integration.

In 'Enterprise Architecture as Strategy', authored by Jeanne W. Ross, Peter Weill, and David C. Robertson, aspects of an enterprise's operating models are:

  • Capabilities needed to achieve the mission/goals of the organization
  • Information needed to support the business processes
  • Enabling assets, such as standards, governance, reference architectures to support the production and sharing of information
  • Integrated processes for information dissemination, discovery, and access with standardized protocols, structures, conduits
  • The client communities and information partners who benefit from the sharing of information

The view illustrates a Justice Coordination model that represents the overall domain and assists in the selection of which processes are most critical to improve business efficiencies, increase public safety, or address emerging challenges. The model does not illustrate business processes but shows capabilities, such as service calls, that produce information, such as incident reports, that is shared to partners and how that sharing is enabled through security, identity, transport, and federated assets and resources.

A coordination model can depict either a horizontal sharing, such as police departments within a county or state or vertical sharing as between a state and federal agency. It may be that a set of models are needed to show the full environment of an agency and exchange partners. Developing an ‘as-is’ and ‘to-be’ models assist in developing a strategic plan to build capabilities and a rationalized project portfolio and not simply fulfill immediate needs. The goal of the planning view is to help create an enterprise architecture approach to designing business processes that decrease information silos, increase standardized technologies, and optimize core capabilities. This produces a foundation for execution and not just defines the strategy, but guides the operational decisions with implementation actions that produce results.

Justice Coordination Model.png


This category has the following 2 subcategories, out of 2 total.