National Forum on Youth Violence 

Prevention

Strategic Planning Toolkit for Communities: 2012
1

NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Toolkit

Make a Plan

Youth violence is directly tied to a city’s quality of life, economic health, and potential 

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hat engage multiple partners, cities can take best 

We invite you to use the Forum’s new Strategic Planning Toolkit as you develop—or 

revisit—your city’s plan(s) to prevent and respond to youth violence.

Benefits of Forum Plans

• Address critical problems that no single agency can solve alone.

• Identify areas in which funds and time can be better spent.

• Build partnerships for planning and implementation. People will support what 

they help create.

• Build the city’s capacity for local data sharing and analysis.

• Develop strategies to sustain the city’s reductions in youth violence over time.

• Improve outcomes for youth and neighborhoods through coordinated 

strategies.

• Give potential funders confidence in the city’s commitment to collaboration.
3

NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

Introduction 

At the direction of President Obama, the Departments of Justice and Education 

launched the National Forum on Youth Violence Prevention (Forum) to begin a national 

conversation about youth and gang violence, raise awareness about the problem, and 

elevate the issue to one of national significance. In addition, the Forum was created to 

build the capacity of cities across the country to more effectively address youth 

violence through comprehensive planning and the sharing of common challenges and 

promising strategies.

Forum Participants

The Forum convenes a diverse array of 

stakeholders at the local, state, and 

federal levels. Initial participating cities 

include Boston, Chicago, Detroit, 

Memphis, Salinas, and San Jose. 

Participating federal agencies include the 

U.S. Department of Justice, U.S. 

Department of Education, U.S. 

Department of Health and Human 

Services, U.S. Department of Housing and 

Urban Development, U.S. Department of 

Labor, and the White House Office of 

National Drug Control Policy. Other 

participants include local faith and 

community-based groups, youth and 

family representatives, businesses, and 

philanthropic organizations.

Forum Approach

Youth and gang violence are not inevitable. Research and experience demonstrate that 

when cities engage partners from many disciplines and perspectives and implement a 

data-driven, balanced approach —one that includes strategies for prevention, 

intervention, enforcement, and reentry —youth and gang violence can decrease while 

outcomes for youth improve.

This Toolkit was developed to support cities in developing youth violence prevention 

plans by building partnerships, taking an inventory of local resources and assets, and 

designing strategies, based on local data, that address the nature of youth violence and 

its causes. The goal is to create a multi-year plan that continues to guide the city’s 

efforts after the implementation phase begins.

Forum Working Definitions

Youth Violence: Violent acts

committed by youth, and violent 

acts committed against or 

witnessed by youth. Forum plans 

are focused on violence involving 

youth from ages 0 through 24.

Youth Violence Prevention: Stop 

youth violence before it starts, and 

respond effectively to prevent its 

recurrence.

Balanced Approach: Data-driven 

strategies for:

• Prevention

• Intervention

• Enforcement

• Reentry
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NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

Overview: Four-Step Process

The Forum’s four strategic planning steps build on one another—the results from each 

step inform and support the next—but the implementation phase is not the end of the 

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NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

Step 1: Building Partnerships & Awareness

Youth violence problems are too complex for law enforcement or any single agency to 

resolve alone. Solutions require partnerships dedicated both to stopping youth violence 

before it starts and to responding effectively when it does occur.

The strength of a plan may turn largely on the number and quality of the partnerships it 

includes. Strong plans include a diverse range of engaged stakeholders, including:

• Law Enforcement

• Education

• Social Services

• Public Health

• Labor

• Community and faith-based organizations

• Parents and youth

• Business and philanthropic organizations

Four Concept Areas

Strong plans also include robust strategies in the four concept areas of prevention, 

intervention, enforcement, and reentry, and importantly, the plans link strategies 

across these concepts.

This balanced approach requires a mix of organizations and individuals with expertise 

in the four concept areas. In Forum cities, efforts span from early childhood to young 

adulthood.

• Prevention programming examples include youth development and family 

support services, educational and community mentoring, and in-school and outof-school activities.

• Intervention programs engage with high-risk and gang-involved youth in a 

range of settings, and may include educational, health, drug treatment, and other 

services.

• Law enforcement efforts focus on the most serious, violent, and chronic 

youthful offenders and on crime hot spots.

• Finally, reentry programs support youth offenders returning from confinement 

to the community and begin providing this support prior to their release.
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NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

Step 1.1: Initiate a Call to Action

A call to action initiates the plan development process. It typically begins with the 

mayor inviting to a meeting stakeholders whose endorsement and support are essential 

for developing a comprehensive plan—for example, the chief of police, school 

superintendent, and directors of other agencies and organizations whose missions 

include preventing youth violence. Additional calls to action are extended to the 

broader community, but initial buy-in from these key decision makers is critical for 

moving the planning process forward and implementing the strategies developed.

These leaders will be asked to come prepared to review the types of information, staff 

skills and participation, and other resources they can contribute to a comprehensive 

planning effort to prevent youth violence. In addition to providing clarity on the Forum 

planning approach, the agenda includes gaining commitments to proceed with first 

steps, such as forming a steering committee to develop the plan, identifying other 

community leaders who should be involved in the effort, and convening listening 

sessions to encourage community members to contribute information.

Listening Sessions

Forum cities have convened listening sessions to gather information about the nature of 

youth violence locally and the impact it is having on youth and communities. Listening 

sessions are public forums that involve stakeholders who do not traditionally 

participate in city strategic planning sessions. These sessions may be one of the city’s 

first outreach efforts after key partners respond to the call to action, with additional 

sessions scheduled to continue engaging community members in strategy development. 

The information from these sessions is invaluable for accurately interpreting data on 

youth violence, and for identifying additional community assets and resources.

Listening sessions involve concerned citizens, youth and families, faith-based 

organizations, businesses and philanthropic organizations, and others who know or 

work with high-risk youth, or whose neighborhoods are affected by youth violence.

Participants are encouraged to discuss youth violence, envision desired outcomes, and 

identify local resources and opportunities. These sessions also pave the way for the 

further involvement of community members and leaders in planning and decisionmaking, advocacy for systems and policy changes, and engagement in other meaningful 

ways.
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NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

Step 1.2: Organize a Plan Structure

Because the youth violence prevention plan is the result of a documented process that 

includes multiple stakeholders, organizing this effort effectively is critical if the process 

is to move beyond the meet-and-discuss stage.

The checklist items at right represent keys to 

a successful structure for plan development, 

based on experiences in Forum communities 

and other cities with similar youth violence 

prevention plans.

Top-level Commitments

At a minimum, there must be demonstrated 

and visible commitments, support, and 

leadership from the Mayor, Chief of Police, 

and School Superintendent. The involvement 

of the local U.S. Attorney has also proven 

helpful, and the Forum recommends 

engaging other top-level leaders connected 

to youth violence prevention, such as the 

Public Health Department Director.

By providing visible, top-level support for 

crafting a jurisdiction-wide plan, these 

leaders also send a public message that “this 

level of violence will not be tolerated in our 

community," and that the city is committed 

to putting the plan into action. Partners who 

enforce the law can often serve as the one of 

the best and most persuasive spokespersons 

for prevention.

Plan Development Leader

An identified leader for plan development is critical for completing a comprehensive 

Forum plan for youth violence prevention. This individual must be empowered to lead 

a multi-disciplinary effort within a well-designed, staff-supported organizational 

structure, which includes a steering committee and operational teams. The following 

skills, knowledge, and abilities will be needed to direct the plan development effort:

• Ability to understand and work within complex systems such as law 

enforcement, education, public health, and social services, and to develop shortand long-term plans for implementation.

Checklist: Organizing a 

Structure for

Plan Development

 Top-level commitments

 Plan development leader

 Steering committee 

composition : City and 

county agencies; Federal 

partners; Nonprofit 

organizations; 

Community and faithbased organizations

 Steering committee 

member roles: 

Operational teams; Work 

groups, ad hoc 

committees; Expert 

facilitator; Advisors, e.g., 

research partner
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NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

• Understanding of data collection and analysis protocols, and an ability to assess, 

interpret, and clearly explain data orally and in writing to a wide range of 

audiences.

• Flexibility to personally handle or provide professional oversight for a variety of 

complex tasks, from public speaking and writing grants to managing project 

funds and effectively supervising personnel.

• Professionalism in dealing with personnel at different levels of responsibility, 

from agency heads to grassroots personnel, and from a variety of disciplines, 

including law enforcement, education, social services, justice systems, and 

outreach.

• Meeting facilitation, conflict resolution, and consensus-building skills that enable 

the individual to serve as an intermediary between agencies, resolve differences 

of opinion during meetings, and effectively address potentially divisive topics in 

which participants are professionally or emotionally invested.

• An understanding of complex material such as risk factors leading to gang 

involvement, local gang activities and gang research, community dynamics and 

history, and prevention, intervention, enforcement, and reentry strategies; and 

an ability to explain these concepts to others from a range of educational and 

cultural backgrounds.

• Skill in engaging and motivating staff from a variety of agencies and ethnic and 

economic backgrounds, including staff over whom the leader does have direct 

supervisory authority. This is especially important when working with outreach 

staff who may have prior offending histories, prior gang affiliations, and unstable 

work histories.

• Ability to generate passion and enthusiasm to inspire others to achieve solid 

results.

Forum cities also found it beneficial to designate one person responsible for recording 

information, taking notes, organizing materials, and managing the timeline throughout 

the planning process.

Steering Committee Composition

The steering committee is the broad-based, multi-disciplinary group that develops the 

written plan—with data and guidance from many sources—and coordinates both initial 

implementation and later revisions to the plan. Strategies will be developed for 

prevention, intervention, enforcement, and reentry, and each of these major plan 

components must be staffed. That staff should have a leader serving on the steering 

committee. Leaders from the following groups should be represented:

• Local agency representatives. Agency representatives and other steering 

committee members will have roles in implementing and sustaining the plan. 

These roles will be stated in the plan document. Depending on the relationship of 

a given city to its respective county government, the plan will also describe roles 
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NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

for ongoing coordination with county systems, such as schools, social services, 

juvenile justice, probation, public health, and child welfare.

 

• Federal agencies. In Forum cities, the local U.S. Attorney’s Office is a helpful 

steering committee participant and contributor. Other federal agencies may also 

be represented on steering committees, including the regional HUD Office, the 

Department of Labor’s Job Corps, and other federal agencies whose staff 

contribute to local youth violence prevention efforts.

• Nonprofit organizations. These may include philanthropic foundations, direct 

service providers, local colleges and universities, and business organizations.

• Community and faith based organizations, such as faith communities and 

inter-faith alliances. Their inclusion in the planning process is crucial for 

successfully implementing and sustaining a youth violence prevention plan. The 

faith community is often an essential partner in a city's youth and gang violence 

prevention work. Obligations to assist those in need are central to most faith 

traditions. Many faith community members want to help prevent youth violence 

but are uncertain how to get involved with the city’s efforts. Those leading 

comprehensive planning and action must realize that faith communities have

different capacities and concerns and should be provided the widest possible 

range of involvement opportunities, which can include:

• Grief response

• Street work/peacekeeping

• Joint patrols with police, probation, or parole

• Mentoring 

• A neutral locale for mediation between gangs

• A convening place for neighborhood meetings

• A source of volunteers for prevention work of all sorts; for example, those 

not comfortable working with gang-involved youth might be engaged in 

tutoring young children in local libraries.

• A communications network, e.g., through bulletins or announcements 

during services

• A bridge between the community and government

• Anti-violence/peace marches

To ensure broad representation, city leaders should work through existing interfaith committees or ministerial alliances. Working with only one religious 

tradition or with only one denomination narrows the volunteer pool and may 

send a message that such work is the concern of only one faith entity.

Steering Committee Roles

• Operational teams and work groups. Steering committees form operational 

teams around the four strategy areas of prevention, intervention, enforcement, 
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NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

and reentry. Work groups and ad hoc committees are needed to address critical 

tasks like data collection and analysis.

• Facilitator. It is important to ensure that the plan development leader or 

steering committee chair has meeting facilitation support, if needed. Outstanding 

meeting facilitation skills are critical for ensuring that all members have 

opportunities to fully participate in discussions and decision making, and that all 

meetings are action-oriented.

• Advisors. Steering committees may also benefit from having participants who 

serve in an advisory capacity. The Forum recommends engaging an expert in 

data analysis or a research partner. To show that the plan’s results are linked to 

achieving its stated objectives, you will need to be sure your objectives and 

activities are expressed in measurable terms, and that you have the data you 

need.

Assessing Levels of Collaboration

Many cities find it valuable to assess the extent to which stakeholders currently 

collaborate around youth violence prevention issues. This information can be used to 

better understand local assets, gaps in services, and opportunities. The following tools 

can be completed by the plan development leader as a quick assessment or by steering 

committee members individually or as a group.
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NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

Step 1.3: Agree on a Common Vision

Agencies, organizations, and individuals in any city will enter this planning effort with 

different missions and agendas, which can make it challenging to reach agreement on 

strategies going forward. The entire planning process is essentially a consensus 

building process, with the completed plan 

representing a consensus that the planned 

actions are the right way to proceed.

One technique that can aid in identifying 

areas of agreement is a structured visioning 

activity. The products from this activity—in 

addition to a vision statement—can also give a 

steering committee a head start on drafting 

goals and objectives for the city’s youth 

violence prevention plan.

Structured Visioning Activity Steps

The time needed for this activity will vary with 

the size of the group, but a realistic estimate is a minimum of two hours.

Introduction

At a steering committee meeting, an experienced facilitator might begin by asking 

everyone to think ten years ahead and envision a major award ceremony or 

celebration, or another scenario that indicates great success. Additional prompts from 

the facilitator would build on the scenario, asking group members to reflect on different 

aspects of that success, but without defining success for them or suggesting what their 

responses to any of the prompts should be.

As a brief example, a steering committee might be asked to imagine a speaker at the 

event who lists the accomplishments that merited recognition, and to envision youth 

talking about opportunities and residents discussing neighborhood conditions. The 

group might also be asked to imagine a steering committee spokesperson explaining to 

the audience how the plan the city developed years ago contributed to the success, or to 

visualize people who carried out that plan recalling how they were able to accomplish 

so much. Before participants move on to the next part of the visioning process, they 

might also be invited to jot down notes about what they saw.

Discuss Individual Visions

For the next steps in the visioning process to end with the group reaching a level of 

agreement, the facilitator would also assist as group members discuss their individual 

visions and discover the vision elements they have in common. Identifying, grouping, 

Vision Statements Are:

Statements of what 

organizations would like to 

accomplish in the future

Guides for choosing 

current and future courses 

of action
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NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

and recording these common elements can move the planning process along in several 

ways:

• Prepares the steering committee to draft a vision statement. This statement both 

serve as a touchstone to help the committee stay focused and reminds the 

broader community—through meetings, articles, and other opportunities—that 

all involved are working to achieve the same results.

• Leads into developing the plan’s goals. For example, one goal might emerge from 

a discussion of desired outcomes for youth who have already committed violent 

acts, another might be suggested by a shared vision of safe neighborhoods and 

schools, and another goal might emerge from a common vision of a city where all 

youth have the support and resources they need.

• Provides one way to de-emphasize status and rank among group members by 

giving all an opportunity to participate equally in expressing their visions and 

desired outcomes.

Variations in Forum Cities

Approaches for conducting visioning activities vary, and the scenarios and questions 

that guide the process in any given city should be selected carefully by someone who 

understands the particular characteristics, needs, and dynamics of the local steering 

committee and community groups. Initial Forum cities developed vision statements to 

reflect their own shared visions of success; for example:

• “Youth and families thriving in safe and healthy neighborhoods vibrant with 

opportunities for personal, spiritual, educational, and economic growth.” 

(Boston)

• “Detroit envisions a city where youth and education are valued, it is safe to walk 

the streets, conflicts are resolved nonviolently, and young men and women have 

real job and career opportunities.” 

• “Safe and healthy youth connected to their families, schools, communities, and 

their futures.” (San Jose)

• “Memphis is a city where all children and youth, valued and nurtured by strong 

families and communities, are fully prepared for lifelong success.”
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NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

Strategic Planning Toolkit: Step 1 Resources

Featured Resources

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16

NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

Step 2: Gather & Use Data Strategically

After building partnerships and raising community awareness, cities will need to 

engage in a serious data analysis effort.

Informed decision-making must be data-driven, 

so this phase is critical to the development of a 

successful youth violence prevention plan. The 

more complete the data profile from all of the 

agencies, organizations, and systems 

represented in a city’s youth violence 

prevention efforts, the more informed the 

decisions will be.

To be truly comprehensive, the Forum 

recommends that a community’s strategy for 

data sharing include all stakeholder agencies 

and integrate a wide range of data from a 

variety of sources, including—but not limited 

to—law enforcement, education, public health, 

child protection/welfare, and public housing.

Step 2.1: Review Research & 

Evidence

The data gathering and analysis process 

includes ensuring that steering committee 

members are up to date on research findings 

and evidence-based practices. Note especially:

• Committee members currently 

responsible for strategies in one concept 

area (prevention, intervention, 

enforcement, reentry) may need to 

become more familiar with research results in another area.

• Members will need to be prepared to share recent, relevant research and 

evaluation findings with one another, and to identify areas that may merit 

further study.

• A research partner or advisor should be able to assist with synthesizing research 

results that have a bearing on selecting strategies for the comprehensive plan.

• Sources of information on evidence-based programs and practices are also 

included in this Toolkit.

Checklist: Gathering & 

Using Data Strategically:

Data Collection and Initial 

Analysis

 Current youth violence

research reviewed.

 Data analysis work 

group designated.

 Recent local data 

obtained from multiple 

sources.

 Data assessed for 

trends, relevance to plan 

development.

 Plan made to address 

data sharing obstacles.

Data Review and Analysis 

(Steering Committee) 

 Findings, trends, 

interpretations 

discussed. 

 New data needs 

identified, addressed 

Review and analysis 

discussions completed.
17

NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

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the more focused and effective the responses can be.
18

NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

• Who is committing the shootings and other violent acts? Responses must focus 

on individuals who are most likely to continue the violence, and those who are 

directly affected by it.

• Youth violence prevention plans are not meant to provide services to every 

individual in a community. They are not plans to end poverty, although plan 

components are concerned with providing resources and opportunities for all 

youth at risk of violence; and they are not anti-crime plans, although effective 

enforcement responses are clearly another plan component. The graphic that 

follows indicates areas of focus for Forum youth violence prevention plans.

Data from all available sources aids in identifying specific people who will benefit most 

from specific services. Among the many data sources are law enforcement, schools, 

public health agencies, other providers of prevention and intervention services, 

juvenile corrections and detention programs, the juvenile court, and hospitals. 

Plan to devote significant amounts of time to reviewing local statistics. As the 

information is discussed, new data needs will surface, so the analysis may be best 

accomplished over two steering committee meetings to give team members time to 

secure any additional information that is needed. 

The bottom line is this: To prevent youth violence before it starts, and to respond 

effectively when it does occur, a strong plan will prioritize individuals and key areas of 

the community, so that the plan’s prevention, intervention, enforcement, and reentry 

strategies can have the greatest impact.

Step 2.4: Identify Resources & Assets

Another important task in the data collection and analysis process is determining what 

resources and assets currently exist that can be coordinated to address priority

concerns identified by the steering committee. In addition to political and community 

will to support the youth violence prevention plan, assets include:

• Existing local programs and strategies that have demonstrated success in 

addressing similar problems

• Knowledge of the infrastructure of key agencies and organizations; for example: 

o How are decisions made?

o Which departments and individuals control needed resources?

o What constraints (e.g., financial, regulatory, staff shortages, training 

needs) may affect participation at this time or in the longer term?

• Knowledge of community groups and individuals who can be engaged in the 

effort
19

NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

Strategic Planning Toolkit: Step 2 Resources

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20

NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

Step 3: Write the Plan

As cities progress through the Forum planning process, one of the most difficult 

challenges they face is writing the multi-year plan. Collaborative planning is by nature 

intensive and challenging, and the process must be conducted with deference to all 

stakeholder opinions.

To demarcate a reasonable time limit to planning discussions, Forum cities have used a 

six-month planning timeframe for creating their multi-year plans. Consensus among 

Forum sites is that this timeline was tight but reasonable and kept them on task.

Completing the Document

Forum cities have found it beneficial to designate one person responsible for recording 

information, taking notes, organizing materials, and managing the timeline throughout 

the planning process. Since the goal at this stage is to “plan your work and work your 

plan,” the process of writing the plan should be orderly and take into account all of the 

mobilization and assessment work already completed, moving forward from there.

While some cities may find it easier to hire a consultant to perform this task, the Forum 

strongly discourages this. For a multi-year plan to address the local needs of a given 

community and its own youth and gang violence problems, it must be written by 

individuals who are intimately knowledgeable about those problems and have key roles 

in carrying out the plan.

The Forum promotes the development and implementation of locally-tailored

approaches that balance prevention, intervention, enforcement and reentry.

The ultimate goal of this planning phase is to use a data-informed, community profile to 

create an integrated, comprehensive, system-wide, multi-year plan for filling identified 

gaps in the continuum of services that address youth violence.

Additionally, this planning should focus on:

• developing objectives with outcomes that are measurable and criteria with 

which to assess implementation success;

• reviewing the effectiveness of current activities;

• selecting evidenced-based programs and strategies to fill in identified gaps in 

services;

• and creating action plans for multi-year plan implementation.

Two important notes: The plan itself does not have to be perfect, and it does not have 

to be lengthy. It will be routinely reconsidered and revised as implementation occurs, 

and as results from the implemented strategies begin to change the dynamics of youth 

and gang violence in the community.
21

NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

It is possible to write a plan document in as few as 20 pages, as long as strategies are 

driven by local data and reflect input from multiple, diverse stakeholders; objectives 

are clearly stated and measurable; and accountability for accomplishing objectives and 

activities is affixed.

Step 3.1: Develop Strategies & Goals

Forum plan strategies should be based on research, evidence, and results of the local 

data analysis process in step two, including steering committee priorities and an 

inventory of resources and assets. The plan should state goals for each key element of 

the Forum approach: prevention, intervention, enforcement and reentry.

Goals are broad statements that reflect aspects of the plan’s overall purpose. For 

example:

• Respond effectively to gang violence.

• Ensure that youth and families have needed support systems.

• Ensure that schools are safe and free of violence.

The plan will also need a set of clearly stated, realistic strategies related to each goal.

Selecting Strategies

The process of selecting specific strategies involves integrating information from 

published research and best practices with local experience and lessons learned about 

reducing youth violence. However, when reviewing evidence-based programs that were 

successful in other cities, keep in mind that their implementation in your city still must 

be customized to address local problems and resources. The selected strategies also 

may need periodic modifications, depending on local results and events.

For cities engaging in innovative, new strategies, tracking results is crucial. Because you 

will not have the benefit of learning from evidence already gathered, you must carefully 

monitor the results of your strategy or program and build in tracking devices to capture 

data on its successes, and to identify areas for growth or adjustment. Whether using an 

evidence-based practice or a strategy based on local experience and practice, tracking 

results will help communicate to your steering committee whether or not the strategy 

is successful.

Quick Wins

Finally, remember that achieving “quick wins” in small, specific areas—such as closing a 

drug market, reopening a park, or providing safe passages to school—often builds 

toward achieving longer-term objectives. These small, achievable “do while planning” 

efforts create momentum for the planning process and help build confidence that the 

plan will achieve positive results.
22

NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

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See "Step 3: Featured Resources" for a list of useful links organized by the following 
23

NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

Step 3.3: Develop Measurable Objectives & Activities

The process of writing the youth violence prevention plan involves linking objectives to 

goals and strategies, specifying activities that must be carried out to accomplish the 

objectives, and ensuring that objectives and activities are measurable.

Goals are broad-based statements (e.g., increase school safety, stop gang violence, 

coordinate city and county prevention strategies) and reflect the plan’s purpose or 

mission. Objectives and activities, however, are more specific and can and should be 

measured and tracked.

Objectives are statements of how you intend to accomplish each goal. If your goal is to 

increase school safety, for example, you might have one objective to reduce aggressive 

classroom behaviors, and another to prevent gang violence near school grounds. 

Objectives are concerned with both short and long-term achievements.

Activities are the specific tasks that must be completed to accomplish each objective. 

To prevent gang violence near schools, activities might include increasing police patrols 

during specified hours. Other activities might be conducted to connect gang-involved 

students with needed services.

Major activities should delineate a time for completion and indicate responsible parties. 

Forum youth violence prevention plans are action plans for multi-year implementation. 

Mechanisms and entities must also be designated or created to track and monitor plan 

implementation.

Process measures indicate whether the activities and related objective were 

implemented as planned, whereas outcome measures are concerned with whether 

implementing an objective achieved the intended results. The Forum strongly 

recommends developing a logic model to ensure that goals, strategies, objectives, 

performance measurements, and other plan components are in alignment.

Resources for Setting and Measuring Objectives

• See "Step 3: Featured Resources" for a list of useful links grouped under the 

following category:

• Developing Measurable Objectives http://www.findyouthinfo.gov/youthtopics/preventing-youth-violence/strategic-planning-toolkit/step-3/step-3-

resources#06-title 
24

NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

Strategic Planning Toolkit: Step 3 Resources

Featured Resources

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Strategic Planning Toolkit: Step 4 Resources

Featured Resources

Foun

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arities in the U.S. and 2.1 

. This resource maintains unique databases on the nearly 100,000 
30

NATIONAL FORUM on YOUTH VIOLENCE PREVENTION Strategic Plan

Funding Information Center. This findyouthinfo.gov resource includes a custom 

search tool that enables searches of the Federal government’s Grants.gov website 

by youth topic or Federal agency. http://www.findyouthinfo.gov/funding-informationcenter

Demonstrating Return on Investment through Evaluation: Recommendations 

from the Field. This California Cities Gang Prevention Network article includes how to 

select an evaluator, many examples of types of data collected/analyzed, and cities’ work 

with individual programs to build those programs’ evaluation capacities.

http://www.ccgpn.org/Publications/Demonstrating%20Return%20on%20Investment

.pdf