[Federal Register Volume 67, Number 139 (Friday, July 19, 2002)]
[Notices]
[Pages 47670-47674]
From the Federal Register Online via the Government Publishing Office [www.gpo.gov]
[FR Doc No: 02-18204]



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Part IV





Department of Justice





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Office of Juvenile Justice and Delinquency Prevention



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Program Announcement for Multisystem Decisionmaking Training and 
Technical Assistance Project; Notice

  Federal Register / Vol. 67, No. 139 / Friday, July 19, 2002 / 
Notices  

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DEPARTMENT OF JUSTICE

Office of Juvenile Justice and Delinquency Prevention

[OJP(OJJDP)-1359]


Program Announcement for Multisystem Decisionmaking Training and 
Technical Assistance Project

AGENCY: Office of Juvenile Justice and Delinquency Prevention, Office 
of Justice Programs, Justice.

ACTION: Notice of solicitation.

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SUMMARY: This Program Announcement provides the background information 
that eligible training and technical assistance providers need to apply 
for funds to conduct the Office of Juvenile Justice and Delinquency 
Prevention's (OJJDP's) Multisystem Decisionmaking Training and 
Technical Assistance Project. OJJDP invites applications from public 
and private agencies, organizations, institutions, and others that have 
the necessary technical skills and demonstrated expertise to build the 
capacity of and transfer knowledge to Safe Start sites to establish a 
multisystem case analysis process that informs cross-agency policies 
and frontline practices. Safe Start is a program that promotes 
collaboration among service providers for children and families. It 
prevents and reduces the impact of children's exposure to violence 
through a comprehensive system of supports and services that 
effectively meets the needs of these children and their families at any 
point on the service continuum.

DATES: Applications must be received by August 19, 2002.
    Application Kit: Interested applicants can obtain the OJJDP 
Application Kit by calling the Juvenile Justice Clearinghouse at 800-
638-8736, by sending an e-mail request to [email protected], or 
through fax-on-demand. (For fax-on-demand, call 800-638-8736, select 
option 1, then select option 2 and enter the following four-digit 
numbers: 9119, 9120, 9121, and 9122. Application kits will be faxed in 
four sections because of the number of pages.) The Application Kit is 
also available online at www.ncjrs.org/pdffiles1/ojjdp/sl000480.pdf.
    Delivery Instructions: All applicants must submit the original 
application (signed in blue ink) and five copies. Applications should 
be unbound and fastened by a binder clip in the top left-hand corner.
    OJJDP strongly recommends that applicants number each page of the 
application. To ensure that applications are received by the due date, 
applicants should use a mail service that documents the date of 
receipt. Because OJJDP anticipates sending applicants written 
notification of application receipt approximately 4 weeks after the 
solicitation closing date, applicants are encouraged to use a traceable 
shipping method. Faxed or e-mailed applications will not be accepted. 
Postmark dates will not be accepted as proof of meeting the deadline. 
Applications received after August 19, 2002, will be deemed late and 
may not be accepted. The closing date and time apply to all 
applications. To ensure prompt delivery, please adhere to the following 
guidelines:
    Applications sent by U.S. mail: Use registered mail to send 
applications to the following address: Office of Juvenile Justice and 
Delinquency Prevention, c/o Juvenile Justice Resource Center, 2277 
Research Boulevard, Mail Stop 2K, Rockville, MD 20850. In the lower 
left-hand corner of the envelope, clearly write ``Multisystem 
Decisionmaking Training and Technical Assistance Project.''
    Applications sent by overnight delivery service: Allow at least 48 
hours for delivery. Send applications to the following address: Office 
of Juvenile Justice and Delinquency Prevention, c/o Juvenile Justice 
Resource Center, 2277 Research Boulevard, Mail Stop 2K, Rockville, MD 
20850; 800-638-8736 (phone number required by some carriers). In the 
lower left-hand corner of the envelope, clearly write ``Multisystem 
Decisionmaking Training and Technical Assistance Project.''
    Applications delivered by hand: Deliver by August 19, 2002, to the 
Juvenile Justice Resource Center, 2277 Research Boulevard, Rockville, 
MD 20850; 301-519-5535. Hand deliveries will be accepted daily between 
8:30 a.m. and 5 p.m. EST, excluding Saturdays, Sundays, and Federal 
holidays. Entrance to the resource center requires proper photo 
identification.

FOR FURTHER INFORMATION, CONTACT: Kristen Kracke, Program Manager, 
Child Protection Division, Office of Juvenile Justice and Delinquency 
Prevention, 202-616-3649. (This is not a toll-free number.)

SUPPLEMENTARY INFORMATION:   

Purpose

    The purpose of the Multisystem Decisionmaking Training and 
Technical Assistance (MSDMTTA) Project is to build capacity in 
communities, initially and primarily Safe Start initiative communities, 
to collaboratively conduct a comprehensive, data-driven, decisionmaking 
model for improving services and systems for agencies serving children 
exposed to violence and their families. The key agencies supported in 
this model are those systems that work with children who have been 
victims of maltreatment or who have witnessed adult violence in the 
home, the perpetrators of their victimization, and their families. The 
agencies include law enforcement, courts, domestic violence service 
providers, child protective services, mental health providers, and 
medical systems.
    This purpose will be carried out by providing direct, intensive 
training and technical assistance (TTA) to help communities conduct 
multisystem case analysis and develop structured decisionmaking tools 
to inform their systems improvement.

Background

    Children who have been maltreated or who have witnessed violence 
are often brought into a service delivery system that does not respond 
effectively and efficiently to the needs of children and families. This 
ineffectiveness results in negative outcomes for children and a waste 
of limited resources to help families in need. For example, the news 
media highlights traumatic events that occur to children every day that 
might have been prevented with appropriate attention to their problems. 
Children are being ``lost'' as cases are transferred between law 
enforcement, prosecution, child protection services, and other 
agencies. Difficult decisions are made for children every day as child 
protection workers decide the level of risk for each child. Sometimes 
these decisions are wrong; for example, a child dies in the home at the 
hands of an abuser after the child protection agency has closed a case 
of reported abuse, or, conversely, a child is removed from the home and 
family ties are severed when family support services might have proven 
effective. To help workers make these difficult decisions consistently 
and accurately, their high-stakes decisionmaking must be supported with 
structured, reliable tools at key decision points. In addition, 
agencies need better information so they can allocate their resources 
to best meet the needs of children.
    Communities need support to analyze their child-serving systems 
across multiple agencies to gain knowledge about outcomes for the 
children they serve and to identify gaps and inefficiencies. 
Furthermore, communities need help in using this analysis to plan and 
develop tools to assist child-serving workers in making the best 
decisions possible for children

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and families. Using structured tools, which increase the consistency 
and validity of decisionmaking, ensures that children will receive the 
right level or intensity of services. Child protection workers will be 
able to assess the level of risk posed to each child and determine the 
appropriate level of support needed. As a result, agencies can provide 
the appropriate services to each child when needed. Agencies also can 
track their cases and staff caseloads more effectively and have 
necessary data to inform the overall planning for agency resources. 
Cases can be handled across agencies without being ``lost in the 
shuffle'' and agencies can determine together how best to maximize 
limited resources on behalf of the families they serve.
    Communities using elements of a multisystem decisionmaking (MSDM) 
approach have learned more about their own systems and have been able 
to set targeted goals for their collaborative work. They have 
established some of the following goals and objectives:
     More serious child abuse and neglect cases will be 
criminally charged.
     More children will remain safe from further abuse--
subsequent harm to children will be reduced.
     More court intake cases will reach dispositional findings 
within 100 days.
     Average caseload sizes will be reduced to meet national 
standards.
     Case decisions will be made more consistently.
     Families at highest risk will receive more targeted 
resources.
     Agency and cross-agency planning will be informed by more 
case-level data.
    System improvement is critically needed because research and 
statistics demonstrate that children are victims of and witnesses to 
violence every day; the effects of this trauma can be lifelong if 
systems and supports do not respond immediately and effectively.

Throughout America, Millions of Children Are Exposed to Violence at 
Home, in Their Neighborhoods, and in Their Schools

    A 1994 study (Taylor et al.) found that 1 of every 10 children 
treated in the Boston City Hospital primary care clinic had witnessed a 
shooting or stabbing before age 6. Almost all (94 percent) of the 
children had been exposed to multiple forms of violence, and half of 
them had been exposed to violence within the past month. Half of these 
children witnessed such violence in the home and half witnessed it in 
the streets. The average age of these children was 2.7 years.
    Studies estimate that each year between 3.3 million (Carlson, 1984) 
and 10 million (Straus, 1991) children in the United States witness 
violence in the home, including behaviors that range from insults to 
fatal assaults with guns and knives. Family violence encompasses 
violence between siblings. According to one study, 77 percent of 
children under age 9 had recently been violent toward a sibling 
(Steinmetz, 1977). Another study found that 80 percent of children 
committed violent acts toward their siblings every year (Straus, 
Gelles, and Steinmetz, 1980).

Young Children Are Particularly at Risk of and Affected by Violence and 
Exposure to Violence

    In a comparison study of census data from five cities, domestic 
violence was shown to have occurred disproportionately in homes with 
children under age 5. Children in this age group also were more likely 
than older children to witness multiple acts of domestic violence 
associated with substance abuse (Fantuzzo et al., 1997). Research 
indicates that younger children are more vulnerable to victimization 
because of their age. Children's exposure to violence and maltreatment 
is significantly associated with increased depression, anxiety, 
posttraumatic stress, anger, increased alcohol and drug abuse, and 
lower academic achievement (Zero to Three, 1994). Exposure to violence 
shapes how children remember, learn, and feel. Numerous studies cite 
the connection between abuse and neglect of a child and later 
development of violent and delinquent behavior (Thornberry, 1994; 
Wright and Wright, 1994; Widom, 1992). Children who experience violence 
either as victims or as witnesses are at increased risk of becoming 
violent themselves. This danger is greatest for the youngest children, 
who depend almost completely on their parents and other caregivers to 
protect them from trauma.

Children Exposed to Violence Do Not Receive Adequate Intervention or 
Treatment To Address Harmful Aftereffects

    According to the National Advisory Board on Child Abuse and Neglect 
(U.S. Department of Health and Human Services, 1995), more than 90 
percent of children who were abused or neglected did not get the 
services they needed. Rarely are such children provided counseling or 
help in dealing with the traumatic effects of maltreatment. Also, too 
often, referrals to victims services made during investigations of 
domestic violence and other violent crimes are limited to the adult 
victim; adult and child victims and witnesses do not usually receive 
necessary services.
    There is broad consensus that current juvenile justice practice is 
often ineffective. Services are crisis oriented and divide children and 
families into distinct, often arbitrary, categories. Communication 
among service providers is often poor, resulting in an inability to 
treat families holistically, meet their needs, and develop 
comprehensive solutions (Melaville and Blank, 1993).

Toward a Coordinated Professional Response

    As the juvenile justice field continues to recognize prevention as 
central to its mission and to focus its efforts on those factors that 
place children at risk for delinquent or criminal activity, 
practitioners are increasingly aware that the segmentation and 
fragmentation of community service delivery systems are serious 
obstacles to effective treatment for at-risk children (Gerry and 
Morrill, 1990). In addition, practitioners and policymakers are 
beginning to realize the effectiveness of engaging communities in 
addressing problems related to delinquency and crime.
    The Federal Government has a role not only in reorganizing and 
restructuring its own activities to promote and facilitate such 
reorganization on the community level, but also in stimulating 
improvement of community-based systems by providing financial and 
technical assistance to communities engaged in collaborative processes 
(Conly and McGillis, 1996). In recent years, Federal agencies have 
funded several programs to promote collaboration among service 
providers for children and families. One of these initiatives, Safe 
Start, prevents and reduces the impact of children's exposure to 
violence through a comprehensive system of supports and services that 
effectively meets the needs of these children and their families at any 
point on the service continuum. To accomplish this vision, Safe Start 
communities comprehensively assess and redesign their current systems. 
Safe Start communities and other communities engaging in systems change 
need increased support in cross-agency case analysis and decisionmaking 
to provide research-based tools and processes and increased capacity 
building.

Goal

    This project's goal is to create an MSDM model that engages key 
agencies collaboratively in a data-driven process for assessing, 
identifying, implementing,

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and monitoring critical systems improvements and decision points at the 
cross-agency, agency, and point of service/individual case levels.

Objectives

    The project will develop and implement a TTA methodology to build 
capacity in collaborative communities, initially and primarily Safe 
Start sites, to achieve the above goal.

Performance Measures

    To comply with the Government Performance and Results Act (GPRA), 
Public Law 103-62, this solicitation notifies applicants that they are 
required to collect and report data that measure the results of the 
programs/efforts implemented with this grant. To ensure the 
accountability of these data, for which the Office of Justice Programs 
is responsible, the following performance measures are provided.
    For GPRA purposes, OJJDP will collect the following data from the 
grantee and provide a report annually. Should program expansion or a 
formal evaluation be undertaken in the future, data collected from the 
grantee will provide a crucial baseline for the MSDMTTA Project.
     Number of onsite training sessions delivered to the 14 
sites implementing MSDM.
     Number of technical assistance deliveries provided to the 
14 sites implementing MSDM.
     A specific count and tracking of the following products 
developed to transfer knowledge to and build local capacity for MSDM in 
each of the 14 sites: handbooks, toolkits, conferences, Web sites, and 
publications.
     Data documenting the grantee's ability to enhance MSDM 
capacity in the community through development of a tailored, 
structured, decisionmaking tool at the case level in each community and 
development of action plans to address system improvements for cross-
agency policy and practice.

Program Strategy

    OJJDP will competitively select one TTA provider to receive a 
cooperative agreement worth up to $1,472,000 for a 24-month project and 
budget period and to provide TTA for up to 14 sites.
    The overall strategy for implementing an MSDM model involves the 
following:
     Using data to enhance existing practices and create new 
practices, policies, and procedures within and across agencies working 
to prevent violence against children.
     Focusing resources on interventions with the greatest 
likelihood of producing positive outcomes for children and families.
     Basing decisions on empirical knowledge of the issues and 
challenges inherent in bringing about positive change.
     Using valid assessment and screening tools.
     Integrating prevention, intervention, and accountability 
measures.
     Working across relevant agencies.
    The TTA should help these collaborative communities build local 
capacities in the following areas:
     Gathering and analyzing cohort data to identify possible 
areas for improvement of coordinated responses.
     Improving the consistency and validity of decisions 
through a guided decisionmaking process at both the individual case 
level, agency level, and systems level.
     Targeting resources more appropriately and effectively to 
children and families.
     Developing a set of community outcomes based on 
collaborative data analysis and tracking progress.
     Using the aggregation of case information to guide 
systems' practices for continuous quality improvement.
     Formulating clear policies and protocols within and 
between involved systems based on a data-driven process.
     Improving the efficiency and effectiveness of all involved 
systems.

Project Phases

    The TTA project must include the following activities, which may be 
divided into phases as appropriate:
     Development of a conceptual framework for the model.
     Phased implementation of TTA in sites; this may involve 
site exploration and selection. (Note: Safe Start sites' use of TTA 
will be voluntary; therefore, a mutual exploratory process will assess 
model and TTA methodology ``fit'' as well as readiness of site.)
     Site consultation and readiness building.
     Customized site TTA plan development.
     Implementation of customized site-specific TTA (may be 
phased).
     Local capacity building.
     Knowledge transfer.
     National dissemination.
     Project evaluation.

Activities and Services

    Intensive TTA will be needed to provide a sufficient level of 
capacity building. This will involve consultation and onsite support in 
a variety of cross-agency or multisystem activities, including but not 
limited to developing tools for the model and assisting each community 
in the following activities: customizing tools; developing a data 
analysis plan; selecting the research question for the case review and 
identifying samples and methodologies; choosing, training, and 
supervising case reviewers from within the collaborating agencies; 
building a database and inputting data; analyzing, presenting, and 
discussing implications of the data in cross-agency collaborative 
meetings; drafting findings and developing change strategies; and 
developing action plans to address systems improvement needs. In 
addition to supporting the above activities for cross-agency and 
multisystem analysis, TTA activities will need to help collaborating 
agencies adopt and customize tools for structuring individual case 
decisions based on analysis and assessment data within agencies. Such 
tasks will build on the analytical work referenced above and also will 
include determining policies and procedures; collecting and entering 
assessment data (for use in management reports) to effectively monitor 
services delivery and evaluate case outcomes; training supervisors and 
administrators in the use of management reports as tools for improving 
operations and outcomes for children; and preparing management reports 
to guide decisions related to resource development, effectiveness, and 
staffing.
    As a TTA resource for communities interested in implementing MSDM, 
initially and primarily in Safe Start sites, the selected applicant 
will be required to tailor the TTA approach to the local and national 
contexts. For these Safe Start sites, the selected applicant will be 
required to collaborate and communicate closely with local and national 
project staff, local and national evaluators, and especially the lead 
national TTA coordinator for Safe Start.

Eligibility Requirements

    OJJDP invites applications from public and private agencies, 
organizations, institutions, and individuals experienced in TTA. 
Private, for-profit organizations must agree to waive any profit or 
fee. Joint applications from two or more eligible applicants are 
welcome; however, one applicant must be clearly indicated as the 
primary applicant (for correspondence, award, and management purposes) 
and the others indicated as coapplicants. To be eligible for 
consideration, applicants must strictly adhere to the guidelines for 
preparing and submitting applications regarding page length, layout, 
and submission deadlines.

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    Applicants must have demonstrated expertise in the areas of child 
maltreatment and domestic violence and also knowledge of the child 
protection, court, law enforcement, domestic violence, medical, and 
mental health systems and other related systems. Applicants must also 
demonstrate functional expertise in the provision of TTA, systems 
improvement, data analysis including case review, case flow, research, 
tool validity and reliability, collaboration, and organizational 
change.

Selection Criteria

    Applicants must submit a project narrative that describes their 
overall approach to the MSDMTTA project, including a description of the 
conceptual and organizational framework for their approach and a 
detailed strategy.
    All applicants will be evaluated and rated by a peer review panel 
according to the selection criteria outlined below. Applicants must use 
the selection criteria headings for their program narrative and present 
information in the order shown. The selection criteria will be used to 
determine the extent of each applicant's responsiveness to program 
application requirements, compliance with eligibility requirements, 
organizational capability, and thoroughness and innovation in 
responding to strategic project implementation issues. Staff and peer 
reviewer recommendations are advisory only. The OJJDP Administrator 
will make the final award decision, taking into consideration 
geographic diversity and other issues.

Problem(s) To Be Addressed (10 Points)

    Applicants must describe the effect of children's exposure to 
violence, the need to improve outcomes for children exposed to violence 
and their families, and the need to improve services and systems for 
these children. A discussion of how these systems improvements can 
directly improve outcomes for children and families should also be 
included.

Goals and Objectives (10 Points)

    Applicants must outline the vision for an MSDM model and describe 
how the agencies and systems involved will operate when the model is 
implemented. The vision must include a clear discussion of the proposed 
project goals and objectives as they logically relate to an MSDM model. 
Applicants also must outline specific goals and objectives for TTA to 
support implementation of the model and build local capacity. 
Objectives must be quantifiable, measurable, and attainable within the 
project timeframe (24 months).

Project Design (25 Points)

    Applicants must describe their strategy for implementing MSDM in 14 
communities, initially and primarily in Safe Start sites, and for 
providing TTA support and building local capacity. The project design 
should describe the MSDM model and its framework, method, and tools; 
the TTA approach embedded within the model to help the 14 communities 
successfully implement it; and a plan for establishing transfer of 
knowledge and broad dissemination in the form of toolkits, handbooks, 
media outlets, and national training (beyond the initial 14 
communities). Applicants should clearly outline and specify project 
deliverables.

Management and Organizational Capability (40 Points)

    Section One--Management (20 Points). Applicants must outline the 
proposed staffing structure and management plan for the project, 
including at least one full-time, high-level, experienced lead 
coordinator. Applicants are to identify the roles and responsibilities 
of each involved agency, committee board, or other entity and explain 
its relationship to the overall effort. In addition, applicants must 
name and describe the core management team and the capabilities and 
experience of all staff and consultants who will participate on the 
management team or play lead roles. Include resumes of key personnel in 
the appendixes and indicate the percentage of time required for each 
named staff member or consultant and the supervision or management 
plan. As a part of this management plan, applicants must describe the 
management practices that will be used to evaluate staff and program 
progress and to ensure corrective action. (See competencies described 
in the ``Eligibility Requirements'' section.)
    Section Two--Organizational Capability (20 points). Applicants must 
provide a brief overview of the lead agency's knowledge of and 
experience with children, youth, and family issues, particularly as 
they relate to preventing and reducing the effect of exposure to 
violence. Applicants must have demonstrated expertise in the areas of 
child maltreatment and domestic violence and also knowledge of the 
child protection, court, law enforcement, domestic violence, medical, 
and mental health systems and other related systems. In addition, 
applicants must demonstrate detailed and specific experience in 
provision of TTA; systems improvement, data analysis including case 
review, case flow, research, tool validity and reliability, 
collaboration, and organizational change. The applicant should 
demonstrate experience that is consistent with the size and scope of 
the project. Applicants must have the ability and willingness to 
coordinate and collaborate with OJJDP, the Safe Start initiative, and 
all Safe Start relevant partners, especially the national Safe Start 
lead TTA provider. Furthermore, applicants should demonstrate a 
willingness and an ability to transfer knowledge to and build local 
capacity of communities to a level at which a consultant or consulting 
firm/TTA provider is no longer needed.

Budget (15 Points)

    Applicants must provide a detailed budget and supporting narrative 
that is complete, detailed, reasonable, allowable, and cost effective 
in relation to the activities to be performed. It must also indicate 
the extent to which resources have been committed for the 24 months of 
the budget and project period.

Appendixes

    Supplemental material can be included as an appendix to demonstrate 
any of the above selection criteria, including but not limited to staff 
resumes and MSDM tools.

Format

    The narrative portion of the application must not exceed 50 pages 
(excluding forms, assurances, and appendixes) and must be submitted on 
8\1/2\- by 11-inch paper and double spaced on one side of the paper in 
a standard 12-point font, with each page numbered sequentially. The 
double spacing requirement applies to all parts of the program 
narrative and project abstract, including any lists, tables, bulleted 
items, or quotations. These standards are necessary to maintain fair 
and uniform consideration among all applicants. If the narrative and 
appendixes do not conform to these standards, OJJDP will deem the 
application ineligible for consideration.

Award Period

    The MSDMTTA Project will be funded in the form of a cooperative 
agreement for a 24-month budget and project period.

Award Amount

    Applicants may apply for up to $1,472,000 for the 24-month budget 
and project period as a one-time award.

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Catalog of Federal Domestic Assistance (CFDA) Number and OJJDP 
Application Kit

    For this program, the CFDA number, which is required on Standard 
Form 424, Application for Federal Assistance, is 16.730. This form is 
included in the OJJDP Application Kit, which can be obtained by calling 
the Juvenile Justice Clearinghouse at 800-638-8736 or sending an e-mail 
request to [email protected]. The Application Kit is also available 
online at ncjrs.org/pdffiles1/ojjdp/s1000480.pdf.

Coordination of Federal Efforts

    To encourage better coordination among Federal agencies in 
addressing State and local needs, the U.S. Department of Justice is 
requesting applicants to provide information on the following: (1) 
Active Federal grant award(s) supporting this or related efforts, 
including awards from the U.S. Department of Justice; (2) any pending 
application(s) for Federal funds for this or related efforts; and (3) 
plans for coordinating any funds described in items (1) and (2) with 
the funding sought by this application. For each Federal award listed, 
applicants must include the program or project title, the Federal 
grantor agency, the amount of the award, and a brief description of the 
purpose. The term ``related efforts'' is defined for these purposes as 
one of the following:
     Efforts for the same purpose (i.e., the proposed award 
would supplement, expand, complement, or continue activities funded 
with other Federal grants).
     Another phase or component of this program or project 
(e.g., to implement a planning effort funded by other Federal funds or 
to provide a substance abuse treatment or education component within a 
criminal justice project).
     Services of some kind (e.g., technical assistance, 
research, or evaluation) to the program or project described in the 
application.

Delivery Instructions

    Use registered mail to send applications to the following address: 
Office of Juvenile Justice and Delinquency Prevention, c/o Juvenile 
Justice Resource Center, 2277 Research Boulevard, Mail Stop 2K, 
Rockville, MD 20850; 301-519-5535. In the lower left-hand corner of the 
envelope, clearly write ``Multisystem Decisionmaking Training and 
Technical Assistance Project.''

Due Date

    Applicants are responsible for ensuring that the original and five 
copies of the application package are received by August 19, 2002.

Contacts

    For further information, contact Kristen Kracke, Program Manager, 
Child Protection Division, OJJDP, 202-616-3649, or send an e-mail 
inquiry to [email protected]. Include a contact name and phone 
number in the message.
    Applicants may also contact the following:

Juvenile Justice Clearinghouse, 800-638-8736, ojjdp.ncjrs.org.
National Clearinghouse on Child Abuse and Neglect, 800-394-3366, 
calib.com/nccanch.
National Center for Children Exposed to Violence, 877-49-NCCEV, 
nccev.org.

Suggested Readings

    Carlson, B.E. 1984. Children's observations of interparental 
violence. In Battered Women and Their Families, edited by A.R. Roberts. 
New York, NY: Springer, pp. 147-167.
    Conly, C., and McGillis, D. 1996. The Federal role in revitalizing 
communities and preventing and controlling crime and violence. National 
Institute of Justice Journal 231:24-30.
    Fantuzzo, J.W., Boruch, R., Beriama, A., Atkins, M., and Marcus, S. 
1997. Domestic violence and children: Prevalence and risk in five major 
cities. Journal of the American Academy of Child and Adolescent 
Psychiatry 36(1):116-122.
    Gerry, M., and Morrill, W. 1990. Integrating the delivery of 
services to school-aged children at risk: Toward a description of 
American experience and experimentation. Octopus Times 1:61-66.
    Melaville, A., and Blank, M. 1993. Together We Can: A Guide for 
Crafting a Profamily System of Education and Human Services. 
Washington, DC: U.S. Departments of Education and Health and Human 
Services.
    Poe-Yamagata, E. 1997. Number of children reported to protective 
service agencies, 1980-1996. Adapted from Sickmund, M., Snyder, H., and 
Poe-Yamagata, E. 1997. Juvenile Offenders and Victims: 1997 Update on 
Violence. Washington, DC: U.S. Department of Justice, Office of Justice 
Programs, Office of Juvenile Justice and Delinquency Prevention.
    Steinmetz, S.K. 1977. The Cycle of Violence: Assertive, Aggressive, 
and Abusive Family Interaction. New York, NY: Praeger.
    Straus, M.A. 1991. Children as witnesses to marital violence: A 
risk factor for life long problems among a nationally representative 
sample of American men and women. Paper presented at the Ross 
Roundtable on Children and Violence, Washington, DC.
    Straus, M., Gelles, R., and Steinmetz, S. 1980. Behind Closed 
Doors: Violence in the American Family. Garden City, NY: Anchor.
    Taylor, L., Zuckerman, B., Harik, V., and Groves, B.M. 1994. 
Witnessing violence by young children and their mothers. Journal of 
Developmental and Behavioral Pediatrics 15(2):120-123.
    Thornberry, T.P. 1994. Violent Families and Youth Violence. Fact 
Sheet. Washington, DC: U.S. Department of Justice, Office of Justice 
Programs, Office of Juvenile Justice and Delinquency Prevention.
    U.S. Department of Health and Human Services. 1995. A Nation's 
Shame: Fatal Child Abuse and Neglect in the United States. A Report of 
the U.S. Advisory Board on Child Abuse and Neglect. Washington, DC: 
U.S. Department of Health and Human Services.
    Widom, C.S. 1992. Cycle of Violence. Washington, DC: U.S. 
Department of Justice, Office of Justice Programs, National Institute 
of Justice.
    Wright, K.N., and Wright, K.E. 1994. Family Life, Delinquency, and 
Crime: A Policymaker's Guide. Washington, DC: U.S. Department of 
Justice, Office of Justice Programs, Office of Juvenile Justice and 
Delinquency Prevention.
    Zero to Three/National Center for Clinical Infant Programs. 1994. 
Caring for Infants and Toddlers in Violent Environments: Hurt, Healing, 
and Hope. Washington, DC: Zero to Three.

    Dated: July 12, 2002.
J. Robert Flores,
Administrator, Office of Juvenile Justice and Delinquency Prevention.
[FR Doc. 02-18204 Filed 7-18-02; 8:45 am]
BILLING CODE 4410-18-P