Within the state of Vermont, there is a history of following a traditional approach of relying on transaction- based information systems for data capture and reporting. This model relies on disparate silos of data and functionality, resulting in numerous problems ranging from the inability to access the right data to lengthy delays in obtaining much needed data for analysis and decision making. This perpetuates inefficiencies and compromises the effectiveness of criminal justice practitioners as they try to navigate these systems. Obtaining relevant data in Vermont can also be challenging due to a lack of information-sharing or the inability to share data. Not only are there challenges in identifying data but there are also nuances in data fields that make it difficult and, in some cases, harmful to draw conclusions from the data. For example, it is harmful to assume that a defendant intended to avoid justice in the case of failure to appear, when in actuality the defendant incarcerated at the time of the hearing. The Data Integration Planning Process The National Criminal Justice Reform Project (NCJRP) helped focus the process on strategic planning that furthered the integration of data systems and the use of measurable, high fidelity evidence-based programs. The long-term vision of this effort has been to develop a data system that allows data sharing and the integration of disparate information technology systems between and among all partners across the criminal justice system in the state. Such a system would provide practitioners at all levels with a comprehensive set of query and analytics tools for improved decision making. Foundational to this work is the need for access to integrated data from criminal justice and human services. Access to integrated data is critical for the decision-making processes and for measuring the results being achieved. Currently the data systems are siloed with some data flowing through one system to the next. (See AttachmentA) Technology is needed that is scalable to all systems within the Vermont criminal justice system, allowing for the comprehensive collection and assessment of data across the criminal justice processes. Through the NCJRP, the Advisory Committee recognized the importance of including data from other agencies beyond that of law enforcement, including courts and corrections. They identified the need to engage stakeholders, conduct a thorough technology and systems assessment, develop a comprehensive strategic plan, and establish a governance structure and staffing to oversee this work. The long-term vision is to have a single point of reference for the integration of all criminal justice data in Vermont. A system is needed that provides query capabilities, as well as system integration services, allowing for the use of a single, open-source standards-based data portal to facilitate state-wide justice information sharing. The next steps called for bringing the criminal justice community together to develop a strategy that looked beyond the NCJRP. To do this, the NCJRP technical assistance team engaged SEARCH, the premiere justice sharing organization, to help with operationalizing the vision. To help convey the complexity and number of software systems involved in the various functions and roles of the stakeholders expecting to be integrated, Attachment B exists as a flowchart representation overlayed with the software engaged at each phase of the process. Three objectives were identified: 1. To develop and deliver a data infrastructure implementation plan and framework for strengthening governance and multi-agency information sharing among criminal justice and other stakeholders with an initial focus on racial disparities. 2. To establish a process to routinely communicate stakeholder technology plans, changes to information sharing needs, policies and practices, and capabilities and gaps. These activities will promote coordination and integration solutions that collectively enhance strategic policy and operational decision making among justice partners within the state. 3. To establish a consensus among partners to define the relevance, need, purpose, participating agencies, objectives, and responsibilities of the governance structure. Identify leadership, support, and resources to effectively manage progress toward the defined objectives. In 2019, the Vermont Department of Public Safety (DPS), as outlined in their Modernization Plan, was in the process of implementing a new computer-aided dispatch and records management system (CAD/RMS) for all law enforcement agencies within the state. This would allow more data to be collected and stored at DPS and help ensure the data is collected effectively and integrated with other systems within the criminal justice system. To further the data integration work, the Vermont NCJRP team proposed utilizing the funds initially allocated for personnel to support a position within the Agency of Digital Services (ADS). Scheduling meetings, agenda/minutes preparation and distribution, managing deliverables, and participating in committee meetings all takes time and effort – resources which most stakeholders had very little to spare. The support and management function of this initiative was a key component to maintain the project’s initial momentum and continue making progress toward the objectives. 

Montpelier, VT: Crime Research Group, 2022. 27p.