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Funded by the Robert Wood Johnson Foundation and The Atlantic Philanthropies, Better Jobs Better Care (BJBC) was a demonstration program that sought to bring about changes in public policy and management practice that would lead to improved recruitment and retention of high-quality paraprofessional direct care workers (DCW) in nursing homes as well as in home- and community-based settings. This was to be accomplished by implementing both policy and management practice goals. Policy goals included developing initiatives related to wages and benefits, incentives for job redesign, curriculum and credentialing, professional associations, and promotion of public awareness and policies. Practice goals involved interventions related to caregiving skill development, peer mentoring, team building, top management training, supervisor training, and provider-specific interventions. The program established demonstration projects in Iowa, North Carolina, Oregon, Pennsylvania, and Vermont which enrolled long-term care establishments across the spectrum of long-term care settings: skilled nursing facilities, assisted living facilities, home care agencies, and adult day service providers.

Conducted as part of the BJBC evaluation, which used a before-after design to assess the implementation of the interventions and their impact, this survey of the top clinical manager at each participating long-term care provider explored the establishments' organizational characteristics and management practices. One version of the survey was administered at the beginning of the demonstration (Time1), and a second version, toward the end of the demonstration (Time 2). Organizational characteristics covered by the survey include nonprofit/for-profit status, whether the establishment was free standing or part of a chain, number of competing establishments, whether the DCWs were unionized, and the type and amount of services provided. Management practices investigated by the survey include participation in care planning, communication about tasks, feedback, DCW training, management communication, organizational readiness for change, professional development, and work design practices. The survey also collected information about the racial and Hispanic origin composition of DCWs and patients/residents/clients.

The Office for Victims of Crime (OVC) created a new demonstration grant program, the OVC Wraparound Victim Legal Assistance Network Demonstration Project, to address the wide range of legal needs victims of crime have in relation to the victimization they experienced. The original four-year demonstration, which was increased to six years, included two phases: (1) a 15-month phase for planning, designing a new service delivery model in collaboration with local partners, and conducting a needs assessment, and (2) a second phase for grantees to implement the model as designed. The program originally funded six sites to plan and implement a new model of legal assistance for victims:

1. Alaska Immigrant Justice Center (entire state of Alaska)
2. Council on Crime and Justice (entire state of Minnesota)
3. Legal Aid Foundation of Los Angeles (Los Angeles County, California)
4. Lone Star Legal Aid (72 counties in East Texas)
5. Metropolitan Family Services' Legal Aid Society (Cook County, Illinois)
6. Rocky Mountain Victim Law Center (City of Denver, Colorado)

The new wraparound service delivery models were expected to facilitate the implementation of wraparound pro bono legal assistance networks to provide legal services to victims. Because victims often receive legal services from a variety of uncoordinated organizations (e.g., victim legal clinics for help with enforcing rights, and legal aid offices or law school clinics for help with other specific civil legal needs), integrated networks may be better able to provide a wide array of legal services from a single, coordinated system. The demonstration grant requirements included: creating and actively engaging a steering committee, working cooperatively with technical assistance provider(s) as needed, and employing a local research partner to help perform the needs assessment and work closely with the evaluation team.

The Archives Administrators Survey endeavored to reach administrators leading archives in the United States. Archives administrators are defined as the most senior leaders and decision makers at their archives, regardless of archive size. Administrators may oversee large archives organizations, archives departments or units situated within broader institutions, or community archives collections. Archives administrators may manage employees or volunteers or, in some cases, may be the sole steward of an archival collection.

Respondents were asked about the characteristics of their archives department or organization; staff scope; administrator responsibilities; recruitment and retention; funding and spending; organizational strategy; diversity, equity, inclusion, and accessibility; the impact of the COVID-19 pandemic; upskilling and professional development; and community archives.

Demographic variables include respondents' years in their current role, total years of experience, degrees, age, gender, race, and sexual orientation, as well as whether they are transgender, have a disability, or are a care-giver.

The project focused specifically on strategies and approaches explicitly intended to reduce gun-related violence committed by young people between the ages of 10 and 25 who may also be associated with gangs/groups, including interventions that solely or primarily serve youth. The study team did not focus on all strategies designed to reduce youth violence, nor on gang prevention and intervention efforts not expressly intended to reduce gun violence and homicide. Based on this framing, the study team focused on interventions that are immediate responses to an acute problem, rather than those that address risk factors associated with violence broadly. This work drew on three main models of interventions: Spergel Model of Gang Intervention and Suppression ("Spergel")/Office of Juvenile Justice and Delinquency Prevention (OJJDP) Comprehensive Gang Model (CGM) intervention models, focused deterrence models, and public health models. Both the review of literature and scan of practice include some interventions that do not fit into any of these models.

The review of literature included identification and synthesis of research on the implementation and impact of relevant violence prevention, reduction, and control strategies. The literature review only included interventions that have published research about their efficacy. The scan of practice identified 14 interventions and conducted 13 virtual site visits including interviews and observations. Site selection was based on criteria and with input from a group of subject-matter experts, National Institute of Justice (NIJ), and OJJDP. The scan of practice was not a comprehensive scan and did not include a representative sample by type or location of intervention.

These data are part of NACJD's Fast Track Release and are distributed as they were received from the data depositor. The files have been zipped by NACJD for release, but not checked or processed except for the removal of direct identifiers. Users should refer to the accompanying readme file for a brief description of the files available with this collection and consult the investigator(s) if further information is needed.

The main aim of this research is to study the criminal mobility of ethnic-based organized crime groups. The project examines whether organized crime groups are able to move abroad easily and to reproduce their territorial control in a foreign country, or whether these groups, and/or individual members, start a life of crime only after their arrival in the new territories, potentially as a result of social exclusion, economic strain, culture conflict and labeling. More specifically, the aim is to examine the criminal mobility of ethnic Albanian organized crime groups involved in a range of criminal markets and operating in and around New York City, area and to study the relevance of the importation/alien conspiracy model versus the deprivation model of organized crime in relation to Albanian organized crime. There are several analytical dimensions in this study: (1) reasons for going abroad; (2) the nature of the presence abroad; (3) level of support from ethnic constituencies in the new territories; (4) importance of cultural codes; (5) organizational structure; (6) selection of criminal activities; (7) economic incentives and political infiltration. This study utilizes a mixed-methods approach with a sequential exploratory design, in which qualitative data and documents are collected and analyzed first, followed by quantitative data. Demographic variables in this collection include age, gender, birth place, immigration status, nationality, ethnicity, education, religion, and employment status.

Two main data sources were employed: (1) court documents, including indictments and court transcripts related to select organized crime cases (84 court documents on 29 groups, 254 offenders); (2) in-depth, face-to-face interviews with 9 ethnic Albanian offenders currently serving prison sentences in U.S. Federal Prisons for organized crime related activities, and with 79 adult ethnic Albanian immigrants in New York, including common people, undocumented migrants, offenders, and people with good knowledge of Albanian organized crime modus operandi. Sampling for these data were conducted in five phases, the first of which involved researchers examining court documents and identifying members of 29 major ethnic Albanian organized crime groups operating in the New York area between 1975 and 2013 who were or had served sentences in the U.S. Federal Prisons for organized crime related activities. In phase two researchers conducted eight in-depth interviews with law enforcement experts working in New York or New Jersey. Phase three involved interviews with members of the Albanian diaspora and filed observations from an ethnographic study. Researchers utilized snowball and respondent driven (RDS) recruitment methods to create the sample for the diaspora dataset. The self-reported criteria for recruitment to participate in the diaspora interviews were: (1) age 18 or over; (2) of ethnic Albanian origin (foreign-born or 1st/2nd generation); and (3) living in NYC area for at least 1 year. They also visited neighborhoods identified as high concentrations of ethnic Albanian individuals and conducted an ethnographic study to locate the target population. In phase four, data for the cultural advisors able to help with the project data was collected. In the fifth and final phase, researchers gathered data for the second wave of the diaspora data, and conducted interviews with offenders with ethnic Albanian immigrants with knowledge of the organized crime situation in New York City area. Researchers also approached about twenty organized crime figures currently serving a prison sentence, and were able to conduct 9 in-depth interviews.

Sexual Assault Response Teams (SARTs) are interventions that were created to coordinate efforts of the legal, medical, mental health systems, and rape crisis centers, in order to improve victims' help seeking experiences and legal outcomes. This study examined the relationship between SART structure and effectiveness by conducting a national scale study of SARTs and a smaller detailed network analysis of four SARTs.

These data are part of NACJD's Fast Track Release and are distributed as they were received from the data depositor. The files have been zipped by NACJD for release, but not checked or processed except for the removal of direct identifiers. Users should refer to the accompanying readme file for a brief description of the files available with this collection and consult the investigator(s) if further information is needed.

This project had four goals/areas of examination.

1. Examine the current state of the National Integrated Ballistic Information Network (NIBIN) implementation nationally and at partner sites.
2. Examine the impediments and facilitators of successful implementation of NIBIN.
3. Understand the extent to which NIBIN helps identify suspects and increase arrests for firearms crimes.
4. Understand best practices for the implementation of NIBIN at agencies and for criminal investigations.

In long-term care, frontline supervisors play a central role in direct care workers' (DCW) job quality and turnover and are critical to the implementation of management changes. To better understand supervisors' perceptions of management practices, the quality of supervision, and the effect on DCW turnover and job quality, the Office of the Assistant Secretary for Planning and Evaluation in the United States Department of Health and Human Services contracted with Pennsylvania State University to conduct this survey of supervisors participating in the Better Jobs, Better Care (BJBC) demonstration. Funded by the Robert Wood Johnson Foundation and The Atlantic Philanthropies, the BJBC demonstration -- which took place in Iowa, North Carolina, Oregon, Pennsylvania, and Vermont -- tested innovative policy and practice models designed to improve the quality of DCW jobs in an effort to improve recruitment and retention of these workers and strengthen capacity to meet future demand for long-term care.

Frontline supervisors were interviewed from the four types of facilities and agencies that participated in the demonstration: skilled nursing facilities, assisted living facilities, home care agencies, and adult day service providers. The survey explored the supervisors' job responsibilities, formal training, job satisfaction, and thoughts about quitting. It investigated the culture of the organizations in which the supervisors worked, probed for problems with the supervisors' jobs, assessed how rewarding the supervisors felt their jobs were, inquired as to whether the supervisors felt respected by their clients, DCWs, and managers, gauged the supervisors' assessments of the overall competency level of the DCWs in their organizations, and explored the supervisors' beliefs about managerial support for the BJBC project, how well the BJBC programs were executed, and whether the overall impact of the project was positive.

In addition, the respondents were queried about management practices (e.g., rotation of assignments to different services or units, mechanisms to handle employee concerns, and approaches used to handle poor performance or negative behaviors among employees). They were also asked about DCW training, mentoring, and career ladder programs, DCW participation in patient/resident/client care plans, and communication among DCWs and between DCWs and their supervisors. Respondents were also asked what was the most important thing that their employer could do both to improve the jobs of DCWs and to improve their own ability to do their jobs as supervisors of DCWs. Additional information collected by the survey includes the supervisors' age, sex, race, Hispanic origin, educational attainment, nursing degree or license (LPN, RN, Diploma RN, BSN, MSN, or Advanced Practice Nurse), wages, and health insurance coverage.

This collection comprises three data files: (1) Supervisor Identification Instrument Data, (2) Supervisor Survey Data, and (3) Clinical Managers Who Are Also Supervisors Data. The first file contains information collected by the Supervisor Identification Instrument that was submitted to the clinical manager at each BJBC provider organization. This instrument instructed clinical managers to name all of the supervisors in their organization and to indicate which supervisory responsibilities each one performed. The second data file contains the responses to the Supervisor Survey questionnaire.The third data file contains the responses of clinical managers who also functioned as supervisors in their organization. These clinical managers responded to the same questions in the Supervisor Survey questionnaire, except for ten questions that were worded somewhat differently.