Northern and Aboriginal Crime Prevention Fund

Application Guide

Introduction

Public Safety Canada’s National Crime Prevention Centre (NCPC) is responsible for implementing the National Crime Prevention Strategy (NCPS).

Building on past successes, lessons learned, and existing knowledge about effective crime prevention, the Strategy’s goal is to prevent and reduce offending among specific at-risk populations. It is now established and widely accepted that well-designed and targeted interventions can help reduce the likelihood of future criminal behaviour.

The priorities of the Strategy are to:

• address early risk factors among vulnerable children and youth at risk;
• prevent recidivism among high risk groups;
• respond to priority crime issues (e.g. youth gangs, drug-related crime);
• foster prevention in Aboriginal communities.

In order to achieve its goal, the NCPC provides time-limited funding to selected projects that contribute to preventing crime and to increasing knowledge and application of what works in crime prevention. The NCPC has two ongoing funding programs to support these community-based projects: the Crime Prevention Action Fund (CPAF) and the Northern and Aboriginal Crime Prevention Fund (NACPF). This Guide specifies the objectives and procedures applicable to the NACPF.

NACPF Funding Objectives

In order to effect positive changes in risk and protective factors and foster crime prevention in Northern and Aboriginal communities, the NACPF will support:

• the adaptation, development and implementation of innovative and promising culturally sensitive crime prevention practices which address known risk and protective factors to reduce offending among at-risk children and youth, and high risk offenders in communities;
• the dissemination of knowledge and the development of tools and resources for Aboriginal and Northern populations;
• capacity building as a means to explore ways to develop or implement culturally sensitive crime prevention practices among Aboriginal and Northern populations.

Eligible Recipients

Eligible recipients include:

• National, provincial, territorial, municipal, Aboriginal, community or professional organizations, societies and associations which have voluntarily associated themselves for a not-for-profit purpose, and which have the mandate to represent their membership or community;
• Aboriginal and non-status Aboriginal governments, organizations and communities;
• Canadian universities, educational institutions/boards of education and Centres of excellence;
• Provincial, municipal and Aboriginal police services;
• Provincial, territorial, municipal and regional governments and their agencies;
• Not-for-profit organizations and associations serving the private sector.

Crown Corporations, for-profit groups and individuals are not eligible for funding under the NACPF.

Eligible Costs

Only expenses directly related to approved project activities are eligible and can include:

• Personnel
• Travel & accommodations
• Material & supplies
• Equipment
• Rent & utilities
• Evaluation & audit
• Administration

For more information on eligible costs and other budget considerations, please see the budget section of this document on pages 8 to 10.

Funding

Financial assistance will be provided to eligible recipients in the form of a contribution or a grant.

Grants support the building and sharing of knowledge that will assist communities in learning about and applying crime prevention practices that have been shown to be effective. Projects that help build capacity through such activities as the development or adaptation of tools, conferences, workshops or training will be eligible for funding through grants.

Contributions support the adaptation, development and implementation of innovative and promising culturally sensitive crime prevention practices. Projects will be supported through contributions when they are aimed at providing direct interventions to reduce the likelihood of offending or re-offending in communities.

For a grant, the maximum financial support a recipient can receive cannot exceed $600,000 per project over three years (the yearly maximum is $200,000). In cases where a recipient is managing multiple projects, the overall maximum financial support per fiscal year is $200,000 in grant funding. The duration of funding can not exceed three years (thirty six months).

For a contribution, the maximum financial support a recipient can receive cannot exceed $2,500,000 per project over 5 years (the yearly maximum is $500,000). In cases where a recipient is managing multiple projects, the overall maximum financial support per fiscal year is $500,000 in contribution funding. The duration of funding can not exceed five years (sixty months).

The NACPF does not fund 100% of project costs. It is expected that organizations and community partners will contribute to the cost of the project, financially or in kind through donations of materials, supplies or services. Organizations seeking funding are also expected to obtain in-kind and/or financial contributions from other sources. If applicable, organizations must work to find other sources of funding for activities that will continue beyond funding under the NACPF.

N.B.: The current terms and conditions for the NACPF expire on March 31, 2013. Funding beyond this date will be conditional upon Treasury Board approval for the renewal of the NACPF terms & conditions.

Applying for Funding

It is strongly recommended that you speak to a program officer before applying to discuss important factors such as: whether there is a call for proposals or letters of intent taking place in your jurisdiction, whether there are funds available at the time you wish to apply, etc.

Applying for funding is a step by step process. In order to assist you in filling out the necessary documents, follow the steps outlined below:

Part 1 - Initial Application and Project Description

• The Application Form
• The Project Description

Before proceeding to Part 2, it is recommended that you submit the Application Form and the appropriate Project Description (Direct Intervention or Building and Sharing Knowledge) to your regional office. If your project is assessed to meet the criteria and objectives of the NACPF, a program officer will assist you with the required documentation described in Part 2.

How to complete the required documents of Part 1:

1. Application Form

This form must be completed and submitted along with the Project Description (Direct Intervention or Building and Sharing Knowledge) for a funding request to receive initial consideration. Upon receipt of the Application Form and the Project Description the request for funding will be considered formally submitted and an acknowledgement letter will be sent.

2. Project Description

Direct Intervention projects (adaptation and implementation of innovative and promising culturally sensitive crime prevention practices) and Capacity Building and Sharing Knowledge projects (conferences, tools, etc.) require different types of descriptions so be sure to complete the appropriate Project Description form. The information required for both types of projects is detailed below.

The Project Description must be completed and submitted with the Application Form for a funding request to be considered. These two documents can be submitted electronically or by mail.

The Project Description will be examined to determine the eligibility of the project and whether development into a full proposal is appropriate. It is therefore important that you answer all the questions and consult the suggested documents. It is expected that the Project Description would be between 4 and 6 pages in length.

Project Description: Direct Intervention

Summary: In a few lines explain the main idea of your project and what you intend to do. This section should give a summary of the purpose of the project, what you plan to do and why you chose this approach.

Crime Issue: Different communities experience different priority crime issues (for example: drug/alcohol related crime, theft and burglary, gangs, etc.) In this section, please describe the existing or emerging crime issue(s) you intend to address through this project and why it is important to carry out this project. In order to better demonstrate the need for the project; be sure to include information such as crime statistics, findings from community needs assessments or any other supporting pieces of information available that speak to the need for the project.

Target Group: The aim of the Northern and Aboriginal Crime Prevention Fund is to reduce the likelihood of offending. This section should specify who your project is designed to help. Provide as much information as possible on the people you will work with including age group, gender and number of participants you will reach. Explain how you will select the participants and engage them in the project and identify whether the project is gender-specific and/or whether you will adopt a gendered approach. Be sure to include information on those directly affected by the activities (e.g. 50 youths from 6 to 12 years old) and those affected more indirectly (e.g. their families, the community at large).

Risk/Protective Factors: Risk factors are negative influences in the lives of individuals or communities that may increase the likelihood that some individuals engage in crime (i.e., early substance use, antisocial peers) while protective factors are positive influences that may decrease the likelihood that individuals engage in crime (i.e., cultural resiliency, personal control).

Please describe the main risk factors your project will address. We have included Appendix A which will help you with the identification of risk factors, but it is not meant to limit the possible risk factors that could be addressed in your project. Should you feel that other risk factors may be pertinent to your specific circumstances, you should be as specific as possible (i.e., cultural factors, residential school, discrimination etc.) However, to ensure a clear focus, you may want to confine the risk and protective factors your project aims to change to no more than 6.

Intervention (Activities): This is where you really outline what you intend to do. Describe your intervention and give details on what your project will look like in terms of who is delivering the activities, what activities will take place, where they will take place (school, community) and when they will take place (how many sessions, how long in duration). Give as much detail as possible in describing the activities and ensure that they clearly respond to the identified risk factors contained in your proposal.

Concrete Results/Outcomes: Describe what results you expect to see from your project. Short term results are immediate in nature and can include: increased knowledge of crime prevention resource, tools and best practices. Intermediate changes take a little longer to manifest themselves and encompass increased skills, increased programming and support to the targeted population and the actual reaching of the targeted population through specific interventions. Longer term outcomes include reduced offending in targeted populations.

Partners: Although you may intend to develop partnerships during the first stage of the project, please identify existing and potential partners and how you will involve these and other partners and stakeholders for the duration of your project.

Example

Name of Partner Organization	Description of partner’s role in the project
Shallow River Community Health Centre	Will provide nurse volunteers; talk to schools about program; provide space for training of mentors; provide paper & supplies; will share equal responsibility for running the project.

If you are submitting a Building and Sharing Knowledge Project Description, the information required to describe the project will be different from that of a Direct Intervention Project. In this case, the information needed is provided below.

Project Description: Building and Sharing Knowledge

The Northern and Aboriginal Crime Prevention Fund (NACPF) will support projects that develop and share knowledge about effective ways to prevent crime. It will also assist communities in developing the capacity to explore and adapt ways to reduce offending in communities. Through a variety of activities (conferences, tools, workshops), the goal is to increase the application of this knowledge to crime prevention practices so as to use existing knowledge about what works best.

Summary: In a few lines describe the main idea of your project and what you intend to do (Do you want to undertake a project that develops and/or transfers knowledge of one that builds community capacity?).

Target Group: Describe the audience(s) you are targeting for the knowledge transfer project: who is it designed to help? Explain why it is important to reach these groups with the knowledge, why this information will be important to them and how the application of the knowledge gained could be applied in order to bring about positive changes in risk and protective factors. Your project might target one group directly, such as teachers learning techniques of working with aggressive youth, but will benefit students and the whole community indirectly.

Project Activities: This is where you describe the activities of your project in more detail. Describe the project including what activities will take place (e.g.: seminar, workshop, conference, tool development), where and when they will take place and who will be responsible for the various parts of the project. Explain why you have chosen the knowledge dissemination activities described and how you know they are appropriate for the given target audience(s) and the desired outcomes. Be sure to include the number of people you intend to reach through this initiative.

Concrete Results/Outcomes: Describe what results you expect to see. Short term results can include: developing awareness or knowledge about something or developing some skills (i.e. learning about what works in crime prevention) that can bring positive changes. Intermediate changes take a little longer and could include having developed the capacity to deliver programs that will contribute to changing behaviour (i.e. communities using more effective crime prevention practices based on knowledge they have gained through the project).

Partners: Although you may intend to develop partnerships during the first stage of the project, please identify existing and potential partners and how you will involve these and other partners and stakeholders for the duration of your project.

Example

Name of Partner Organization	Description of partner’s role in the project
Shallow River Community Centre	Will provide speakers to explain the initiative that was successful in their communities; will offer space and technology for sessions and will share equal responsibility for running of the project
Volunteer Centre	Will provide facilitators with practical knowledge of the audience to help deliver sessions

Part 2 – Developing the full proposal

If after review, your project meets the basic requirements and you are asked to proceed with the submission of a full proposal, the following documents will be required in addition to the Application Form and Project Description:
3. The Workplan
4. The Budget
5. Logic Model
6. Three Letters of Support
7. The Declaration Form signed by your organization’s authorized officers.

The documents listed in Part 2 may be developed and submitted separately.

3. Workplan

This is where you give a clear picture of how you will put your project into action.

Your proposal must include a project workplan. The workplan is a formal document that is used to guide both project execution and project control. The workplan provides a detailed description and breakdown of the project activities, responsibilities, required resources, timeframes and sequence of events and what is produced as a result of the activities.

Please complete the workplan template below for your project. Be as specific as possible and provide enough detail to enable you to monitor your project’s implementation and communicate to others what it takes to do your project.

Workplan

Activities	Tasks (How, by whom, with what)	Timeframe/dates	Outputs(What do you expect to produce)

4. Budget

Your project budget must identify all anticipated sources of revenues (requested NCPC contribution, other financial contributions, in-kind contributions) and all anticipated expenditures related to your proposed project.

Project Revenues

Requested NCPC contribution: NCPC cannot support 100% of the project costs.

In-kind contributions: The term “in-kind” refers to any non-monetary goods or services provided by individuals or organizations. An in-kind contribution could be time, services, supplies, materials or other resources donated to help you deliver your project. Indicate the estimated fair market value or an appraisal of the contributions. An example of an in-kind contribution would be a recreational centre providing space for project activities. The market value could be estimated at $300/month for 6 months, totalling $1800. If your project is approved, you may have to demonstrate the value of the in-kind contributions indicated in your budget.

Financial contributions: This term relates to any monetary contribution provided by individuals or organizations to be used for project expenses. A financial contribution should appear in the organization’s ledger as revenue (cheque, transfer of funds, direct deposit, etc.). These expenses must be essential to the successful delivery of the project. An example of a financial contribution would be a $2,000 donation from a foundation to purchase sports equipment for project activities.

Project Expenses

Only expenses directly related to the proposed project activities are eligible. The expenses must be essential to the project’s success. The following section outlines eligible and ineligible expenses.

Eligible costs

They include but are not limited to:
Personnel:

• Salaries and wage for permanent or temporary professional, clerical, technical and administrative services, including contributions to the Unemployment Insurance Commission, the Canada Pension Plan, the Workers' Compensation Board, the Provincial Pension Plan or other Employee Benefit Plans.

Travel & accommodations:

• Travel and living expenses for participants or persons working on the project. Expenses must be within Treasury Board Guidelines found on the website www.tbs-sct.gc.ca.

Materials & supplies:

• Purchase of office supplies, printing, photocopying, distribution expenses or other materials specific to the project activities;
• Purchase of materials and supplies related to the delivery of an intervention for project participants. For example, purchasing paint and canvases for a painting workshop for at-risk youth;
• Honoraria: time-limited remuneration for service or participation in a project that is consistent with, and essential to the attainment of, the project’s objectives. This can include but is not limited to, elder honoraria, volunteer services, and incentives for project participants.

Equipment:

• Rental or purchase of office equipment such as computers, software, and telephone equipment;
• Rental or purchase of equipment related to the delivery of an intervention for project participants, e.g., cameras to videotape role playing exercises in a skills training workshop with at-risk-youth.

Rent & utilities:

• Rent, normal utilities such as electricity, heat, water, telephone, facsimile, and internet, maintenance of offices and other buildings, and property taxes where these expenses are directly related to the development and implementation of the project.

Evaluation & audit:

• Costs associated with the evaluation (monitoring or process) of the project such as consultant fees, data collection, analysis and reporting. NCPC recommends that 10% of the project budget be allocated towards evaluation activities.

Administration:

• Administrative costs should not exceed 15% of the overall budget. This category may include costs related to bookkeeping, payroll services, financial management and reporting, and insurance premiums and which are not already included in the category of personnel. Although the basis for determining an appropriate allocation of such costs may be expressed as a percentage of the overall project budget, it must be supported by a reasonable methodology and breakdown.

Other costs related to project activities such as:

• Training and Professional Development;
• Translation Costs;
• Costs related to child care services incurred by the recipient or the project participants. These costs would only be eligible to cover child care costs incurred to enable parents/legal guardians to participate in activities;
• Hospitality: Meals and/or refreshments for participants in activities and workshops directly related to the project, in accordance with Treasury Board guidelines. For example, providing nutritious snacks for youth during an after-school program;
• Culturally appropriate expenditures including gifts (for a maximum of $100), community feasts, and ceremonial meals, gatherings, and circles, in accordance with Treasury Board guidelines.

Ineligible costs

The following costs cannot be funded:

• Capital costs, such as land, buildings, vehicles and most other major capital costs (more than $5K per acquisition);
• Hospitality, that does not meet the eligible expenses criteria above under Other costs related to project activities;
• Core or ongoing operating expenses that are related to the day-to-day operations of the organization and are unrelated to the project;
• Profit, defined as an excess of revenues over expenditures.

Presenting your budget

To aid in the development of your project budget, use the Budget Template in MS Excel format found at http://www.publicsafety.gc.ca/prg/cp/cpaf/_fl/cpaf-budget-template-eng.xls. Detailed instructions are included in the template.

If you require additional information or assistance, please contact your NCPC program officer.

Evaluation Plan

Evaluation is an important aspect of good project management as well as a means of measuring and reporting on a project’s success. There are many different types of evaluations for approved projects. Once your project is approved for funding you will have six months in order to develop a monitoring and process evaluation plan, as described below.

Monitoring

As stated above, within six months of funding approval, a monitoring plan to report on the project activities must be prepared. The main task is to collect the information related to the activities undertaken. In particular, it will identify what was done, by whom, with whom, and in what circumstances. The monitoring plan will, in turn, facilitate the preparation of descriptive interim and final project reports on activities, outputs and progress.

The time and resources required to set up and maintain the monitoring system should be included in your project budget.

Process Evaluation

Within six months of funding approval, projects will require a process evaluation plan that should at minimum, answer the following questions:

• To what extent did the project reach its target population?
• Were the project activities implemented as planned?
• Did the project produce the expected outputs?
• Did the project establish the expected partnerships?
• Were staff selection practices, training, and skills adequate for the intervention?

The goal, here, is to identify and solve implementation problems and assess progress towards achieving the project's expected results.

Impact Evaluation

In selected cases, NCPC will conduct an independent, external evaluation of impacts. These studies will help better identify successful interventions and how they work. In these cases, NCPC will issue a service contract to a qualified external evaluator.

5. Logic Model

Projects selected for funding will need to develop a logic model. Basically, a logic model is a systematic and visual way to present and share your understanding of the relationships among the resources you have to operate your project, the activities you plan to do and the changes or results you hope to achieve. This will be done in consultation with an NCPC evaluation analyst and program officer.

6. Letters of Support

It is required that you provide a minimum of three (3) letters of support from partners or stakeholders involved in the project. Each letter of support from partners or stakeholders should provide:

• Organization information (including name of partner organization, agency, group or association; and name, phone number and mailing address of contact person);
• Description of how the project partner or stakeholder has been involved so far and what their planned involvement in the project will be in the future, including funding or donations, if applicable.

Description of how the supporting partner organization, agency, group or association see the benefit of the project.

Please send your Application Form and Project Description to the appropriate NCPC provincial or territorial office. For contact information please visit:  http://www.publicsafety.gc.ca/abt/regional_offices-eng.asp#cp.

If applying nationally, please submit an electronic version of your application form and all required supporting documents to prevention@ps-sp.gc.ca and one duly signed hard copy to NCPC at the following address:

Northern and Aboriginal Crime Prevention Fund
National Crime Prevention Centre
Public Safety Canada
269 Laurier Avenue West
9th Floor
Ottawa, Ontario
K1A 0P8

Appendix A

Risk and Protective Factors

Background

Risk and protective factors related to crime have been identified mainly from longitudinal studies conducted in countries such as Canada, the United States, the United Kingdom, Sweden, Australia, and New Zealand. These studies have yielded a great deal of information regarding risk and protective factors. For instance, they have revealed a number of pathways in early childhood, in early adolescence, and in early adulthood to anti-social and criminal behaviour.

While some research of risk factors drew their samples from Caucasian boys and young men, the existing research supports the applicability of most of the central risk factors with Aboriginal populations. Preliminary research does suggest, however, that specific features of Aboriginal people’s history, culture and place in the society, will influence relationships, interactions and developmental pathways. Therefore, it is possible that culturally related risk and protective factors could have a significant impact within an Aboriginal population.

What are risk and protective factors?

Risk and protective factors help to explain why certain individuals or groups are more or less likely to become victims of crime and/or to become involved in crime.

Why are they important?

The concepts of risk and protective factors are important to crime prevention and community safety. They provide a useful and important framework for developing and implementing effective prevention and intervention programs, projects and approaches. Furthermore, the identification of the specific risk factors associated with crime helps us to determine where and how to focus our prevention and intervention efforts.

What level will your project address?

If you think about what influences crime, you will notice that underlying factors are found at many “levels”. Accordingly, risk and protective factors are often organized into five general categories or domains: Individual, Family, Peer group, School, and Neighbourhood / Community.

Other researchers (e.g., Zubrick and Robson, 2003) have chosen to make the distinction between distal and proximal risk factors. Proximal risk factors are those that are close to the sphere of influence of individuals and their families. Distal risk factors, on the other hand, tend to influence and characterize large populations (e.g., neighbourhoods or communities) at a broader level.

As an example to further illustrate the points above, the following table contains a partial listing of major risk factors, sorted by domain, associated with child and youth delinquency:

Table 1 - Selected Examples of Risk Factors for Child Delinquency and Later Serious and Violent Youth Offending

INDIVIDUAL
Early aggressive, disruptive and impulsive behaviour Early substance use Early onset of anti-social and criminal behaviour
FAMILY
Parental and sibling criminality Parental anti-social behaviour and beliefs Parental substance abuse Family violence, abuse and neglect Poor parental supervision Parents’ poor child-rearing practices Low socioeconomic status of family; extreme economic deprivation Child access to weapons, especially firearms
PEER
Association with delinquent peers Rejection by peers
SCHOOL
Poor academic performance Disruptive behaviour in school; bullying Lack of school attachment Dropping out of school Truancy; school exclusion Low educational aspirations and school motivation Poorly organized and functioning schools
NEIGHBOURHOOD / COMMUNITY
Neighbourhood disadvantage and poverty Disorganized neighbourhood Availability of weapons, particularly firearms High crime neighbourhood

SOURCE: Adapted from Loeber and Farrington (2001) and Shaw (2001). 

Which factors will you address?

You will need to identify only those risk or protective factors that can be addressed and influenced by your proposed crime prevention project. Remember that some risk or protective factors cannot be changed (e.g., gender or age) while other factors are quite amenable to change.

A single crime issue (e.g., youth gangs, drug-related crime, etc.) can involve many risk and protective factors. Furthermore, several long-term studies of multiple risk factors have found that they have a cumulative effect – i.e., the more risk factors an individual is exposed to, the greater the likelihood that he or she will engage in criminal behaviour. As such, it is important to note that prevention and intervention efforts targeting more than one risk factor have been found to be more effective than those which only target a single factor (Wasserman and Miller, 1998).

To identify the key factors that your project will address, you will likely want to:

• Conduct an accurate and thorough diagnosis of the problem via a crime or community safety audit.
• Consult specialists and high-quality research on the issue
• Talk to other people affected by the issue
• Consult your project partners and stakeholders
• Use your own experience, knowledge and professional judgement to decide which factor(s) your crime prevention project will address.

Limitations of risk factors

Although risk factors can be powerful tools for identifying individuals that may be at risk of victimization and/or engaging in criminal behaviour, it is important to note that there are limitations to our knowledge about the use of risk factors. For example:

• No single risk factor or set of risk factors is powerful enough to predict with certainty that an individual will engage in criminal activity. For example, poor academic performance is a known risk factor, however, not every youth who performs poorly in school will go on to engage in criminal activity.
• As stated earlier, some risk factors (e.g., gender, age) are not amenable to change.
• Some risk factors are not realistic targets of preventive efforts. For instance, eliminating poverty is not a realistic crime prevention goal. On the other hand, projects that aim to offset the effects of poverty are achievable e.g. projects which include job or other skill building training as part of its strategy.
• Some research studies of risk factors, particularly earlier ones, drew their samples from Caucasian boys and young men. The results of these studies, and their subsequent ability to identify vulnerable youth, may not be easily applied to, for example, girls, women or other ethnic groups.

Conclusion

Over the past four decades, a number of longitudinal studies conducted in various countries have investigated the predictors of both adolescent and adult anti-social and criminal behaviour. Our knowledge of risk and protective factors associated with crime continues to grow and evolve.

Any serious attempt to address a particular crime or delinquency issue should be aided by a general understanding of the relevant risk and protective factors. Risk and protective factors provide a useful and important framework for developing and implementing effective crime prevention and intervention programs, projects and approaches. Furthermore, the identification of the specific risk factors associated with crime helps us to determine where and how to focus our prevention and intervention efforts.

Additional information on prevention strategies to address the risk and protective factors associated with crime is available at: http://www.publicsafety.gc.ca/NCPC.

References and Further Reading

• Farrington, David P. et al. 2006. Criminal careers up to age 50 and life success up to age 48: New findings from the Cambridge Study in Delinquent Development. London: Home Office, Research, Development and Statistics Directorate.
• Hawkins, J. David et al. 2000. “Predictors of Youth Violence”. OJJDP Juvenile Justice Bulletin. Washington, D.C.: Office of Juvenile Justice and Delinquency Prevention, Office of Justice Programs, U.S. Department of Justice.
• Hawkins, J.D. et al. 1998. "A review of predictors of youth violence," pp. 106-146, In R. Loeber and D.P. Farrington (eds.) Serious and Violent Juvenile Offenders: Risk Factors and Successful Interventions. Thousand Oaks, California: Sage.
• Herrenkohl, Todd I. et al. 2000. “Developmental risk factors for youth violence.” Journal of Adolescent Health, 26:176-186.
• Howell, James C. and Arlen Egley Jr. 2005. “Moving Risk Factors into Developmental Theories of Gang Membership.” Youth Violence and Juvenile Justice. 3(4): 334-354.
• Loeber, Rolf and David P. Farrington (eds.). 2001. Child Delinquents: Development, Intervention and Service Needs. Thousand Oaks, California: Sage.
• Loeber, Rolf et al. 1998. “The development of male offending: Key findings from the first decade of the Pittsburgh Youth Study.” Studies in Crime and Crime Prevention, 7: 141-172.
• Mackenzie, Dorothy Layton. 2006. “Reducing the criminal activities of known offenders and delinquents: Crime prevention in the courts and corrections.” In Evidence-Based Crime Prevention. Lawrence Sherman et al. Revised edition. New York: Routledge.
• Office of the U.S. Surgeon General. 2001. Youth Violence: A Report of the Surgeon General. Washington, D.C.: U.S. Department of Health and Human Services, Office of the Secretary, Office of Public Health and Science, Office of the Surgeon General. Available from: http://mentalhealth.samhsa.gov/youthviolence/surgeongeneral/SG_Site/home.asp
• Shader, Michael. 2003. Risk Factors for Delinquency: An Overview. Washington, D.C.: Office of Juvenile Justice and Delinquency Prevention, Office of Justice Programs, U.S. Department of Justice.
• Shaw, Margaret. 2001. Investing in Youth: International Approaches to Preventing Crime and Victimization. Montréal: International Centre for the Prevention of Crime.
• Smart, Diana et al. 2005. Patterns and Precursors of Adolescent Antisocial Behaviour: Outcomes and Connections. Third Report. Australia: Australian Institute of Family Studies.
• Vassallo, Suzanne. 2002. Patterns and Precursors of Adolescent Antisocial Behaviour. Australia: Crime Prevention Victoria.
• Wasserman, G.A. and L.S. Miller. 1998. “The prevention of serious and violent juvenile offending,” pp. 197-247, In Rolf Loeber and David P. Farrington (eds.) Serious and Violent Juvenile Offenders: Risk Factors and Successful Interventions. Thousand Oaks, California: Sage.
• Zubrick, Stephen R. and Anna Robson. 2003. Resilience to Offending in High-Risk Groups: Focus on Aboriginal Youth. Prepared for the Criminology Research Council, Australia.

Appendix B

Logic Model

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