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Jump Start Your Jail’s Leadership
Development
Application of the Jail Leadership Core
Competencies
March 2019
Susan W. McCampbell, President Center for Innovative Public Policies, Inc.
www.cipp.org
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TableofContents
Page
ü GrowingYourJail’sNextLeaders 3
ü What’sHere? 3ü TheDevelopmentoftheTwenty-TwoCoreCompetencies 4ü Overview-TheTwenty-TwoCoreCompetenciesforJailLeaders 5ü NowWhat?
o UsingtheCoreCompetenciesforOrganizationalDevelopment 6o UsingtheCoreCompetenciesforPersonalDevelopment 12
ü What’sNext?
o OvercomingObstacles:StrategiesforImplementation 14
ü AppendixA–TheDetailTwenty-TwoCoreCompetenciesforJailLeaders 16
ü AppendixB–Self-Assessment–CoreCompetencies 28ü ResourcesandBibliography 53
Thankstothereviewersofthedraftofthisdocument,graduatesoftheNationalJailLeadershipCommandAcademy(NJLCA):AmyGrimm,MaricopaCounty,Az.,EddieLance,TransylvaniaCounty,N.C.,AaronShepherd,AdaCounty,Id.,JohnDiCroce,SCORE,Wa.,ChadKolitewenzew,KankakeeCounty,Il.,WilliamSanders,RiversideRegionalJail,Va.,FernandoCastro,SanCarlos,Az.,MichaelBeatty,CharlestonCounty,S.C.,RickyArmstrong,McLennanCounty,Tx.,JohnJohnson,Miami-DadeCorrectionsandRehabilitation,Fl.,JeffreyJackson,DesotoCounty,Ms.,ShawnLaughlin,BroomfieldPoliceDepartment,Co.,MelissaRodriguez,Miami-DadeCorrectionsandRehabilitation,Fl.,JohnHicks,YorkCounty,Me.DareeceCanady,CollierCounty,Fl.,LynniO’Haver,CollierCounty,Fl.,HenryReyes,TarrantCounty,Tx.,ShaunKlucznik,HernandoCounty,Fl.,MishaKarakashevich,DentonCounty,Tx.,CharlesTomes,OntarioCounty,NY.,AnthonyGettler,CityofDenver,Co.,ShaunHubbard,Lexington-Fayette,Ky.,LeslieHood,ShelbyCounty,Ms.,RonnyTaylor,HarrisCounty,Tx.MaryEarley,DouglasCounty,Ne.,JonathanEde,TravisCounty,Tx.,PaulStoltenberg,AdaCounty,Id.,GeorgePizzo,CamdenCounty,NJ.,PatriciaRamsey,LeeCounty,Fl.ThanksalsotoDr.RandyGarner,SamHoustonStateUniversity,JimHart,UniversityofTennessee,GenieElton,KitsapCounty,Wa.,andMelissaMcClellan,OaklandCounty,Mi.
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GrowingYourJail’sNextLeaders“Growingotherleadersfromtheranksisn’tjustthedutyoftheleader,it’sanobligation.”
WarrenBennis
Whatskills,knowledgeandabilitiesdoindividualsneedtopossesstobeaneffectivejail
leader?Howcanorganizationsgrowtheirnextleaders?
Leadershipdevelopmentremainsapriorityfortheprofession.MembersoftheBabyBoomergenerationareretiringeachday,andspecificinitiativestopreparethenextleaderslagbehindtheneeds.
Leadershipdevelopmentdoesn’thappenintheboss’sofficeorinaclosedconferenceroom.Theinitiativeneedstohavevision,beshared,andenlistsupportersthroughthecommunity.Jailleadershipisapublicsafetyissue.Tobesuccessful,theinitiativemusthavetransparencyandinclusion.What’sHere?
Thistoolkitisintendedtoprovidethefoundationalinformationneededbyjailstojumpstartorrefineleadershipdevelopmentprograms.Providing
foundationalideasmeansthatjailleaderswillneedtoinvesttimeintheirexplorationofideaspresentedhere.Thistoolkitincludes:Ø Adescriptionofthecore
competenciesforjailleaders;Ø Strategiestousethecore
competenciestodeveloporupdateajail’sleadershipdevelopmentprogram;
Ø Usingthecompetenciesfororganizationaldevelopment;
Ø Self-developmentideasemployingthecorecompetencies;
Ø Aself-assessmentoftheskills,knowledgeandabilitiesofthecorecompetencies;and
Ø Resourcesandbibliography.
Thecompetenciesdefinethespecificskills,knowledgeandabilitiesneededbyjailleaders.Articles,publishedinAmericanJails,expandoneachofthecompetenciesandprovideinformationtousetoactivatealeadershipprogram,includingresourcesandasuggestedleadershiplibrary.Forapersonalleadershipdevelopmentassessment,achecklistisprovidedforaself-rating.Usingthisinformationcaninformthereader’sownleadershipneedsandplotthejourney.Whocanusethistoolkit?Ø Jailleaders,emergingleaders,
mid-managers,supervisors,includingjailtrainingpersonnel.
Ø HumanResourcesprofessionals.Ø CriminalJusticeEducators.Ø Localandstatecriminaljustice
policyanddecision-makers.Ø Electedofficials.Ø Communityandbusinesses.
NeedforLeadershipDevelopment
Arecentsurveyofjailleadersrevealedthat96%ofrespondentshadahighormediumpriorityneedforleadershipdevelopment
intheirjails.
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Ø Publicsafetycolleaguesoutsidecorrections/jails.
Benefitstothoseusingthistoolkitinclude,butarenotlimitedto:Ø Identifyobjectiveinformationto
hire,promote,anddevelopjailprofessionals.
Ø Provideopportunitiesforprofessionalandpersonalgrowth.
Ø Informdecision-makers,funders,thecommunityandbusinessregardingtheskills,knowledgesandabilitiesneededtoleadjails.
Ø Identifyplatformsforcollaborationwithotherpublicagenciesneedingtodevelopthenextgenerationofleaders.
Ø Establishcosteffectivestrategiestodevelopleaders.
Ø Giveanevidence-basetohumanresources’functions–update/developjobdescriptions,promotionalprocesses,andtraining.
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DevelopmentoftheTwenty-TwoCoreCompetenciesThecorecompetenciesweredevelopedinacollaborative,nationaleffort,fundedbytheU.S.Dept.ofJustice,BureauofJusticeAssistance.Thefullreportisavailableathttp://www.cipp.org/uploads/3/7/5/7/37578255/final_6.6.11bja-jails_mentoring-core_competencies.pdfThecorecompetenciesweredevelopedbyjailleadersfromallregionsoftheUnitedStates,allsizesofjails,andrepresentingdifferentorganizationalstructures(e.g.sheriff,county,regional,tribal).Theword“jail”doesnotoftenappearinthecorecompetencies.Theteamdevelopingthecompetencieswasclearthatleadershipismuchbroaderthan“jail.”Thecoalitionassumedthatsomeonepreparingforjailleadershipiscompetentinthe“nutsandbolts”ofoperations.Thisiswhycollaborationwithotherorganizationsandpublicsafetyagenciesispossibleusingthecorecompetencies.StartinginAugust2015,AmericanJails,thepublicationoftheAmericanJailAssociation(https://www.americanjail.org),includedineachofthebi-monthlymagazine,anexplorationofeachofthecore
competencies,whichincludeda“leader’slibrary”toprovidefurthersuggestionsfororganizationalandpersonaldevelopment.Thearticlesareachievedathttp://www.cipp.org/core-competencies.htmlandontheAJAwebsiteathttps://www.americanjail.org/content.asp?contentid=228Thecorecompetenciesarethefoundationforcurrentnationalandregionaljailleadershipprograms,includingtheNationalJailLeadershipCommandAcademy(http://nationaljailacademy.org),theJailExecutiveDevelopmentProgram,theSouthwestFloridaJailLeadershipInitiative,theCaliforniaJailCommandAcademy,theVirginiaAssociationofRegionalJailsLeadershipInitiative,andtheNewJerseyCorrectionalLeadershipSeries.(Seehttps://www.americanjail.org/jliformoreinformation).Otherstates,andregionsarealsoexploringleadershipprogrambasedonthecorecompetencies.Whileitisunlikelythatall22competenciescanbeaddressedinanysingleleadershipprogram,collaborationsamongparticipantshaveidentifiedthetopprioritiesforthoseorganizations.
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Overview-TheTwenty-TwoCoreCompetenciesforJailLeadersThejailleadersdevelopingthecompetenciesdidnotprioritizethem,andthisisanalphabeticallistwiththelinktothearticleabouteach.AppendixAincludesthespecificskills,knowledgeandabilitiesforeachofthecompetencies.# CoreCompetency/LinktoArticles1 CriticalThinking:anticipate,analyzeandresolveorganizationalchallengesandconflicts
http://www.cipp.org/uploads/3/7/5/7/37578255/1_critical_thinking.pdf
2 Assureorganizationalaccountabilityhttp://www.cipp.org/uploads/3/7/5/7/37578255/2_organizational_accountability.pdf
3 Buildandmaintainpositiverelationshipswithexternalstakeholdershttp://www.cipp.org/uploads/3/7/5/7/37578255/3_external_stakeholders.pdf
4 Buildandmaintainteamwork;mentorandcoachothershttp://www.cipp.org/uploads/3/7/5/7/37578255/4_mentoring_and_coaching_others.pdf
5 Communicateeffectively,internallyandexternallyhttp://www.cipp.org/uploads/3/7/5/7/37578255/5_communicate_effectively.pdf
6 FiscalManagementhttp://www.cipp.org/uploads/3/7/5/7/37578255/6_fiscal_resourcesl.pdf
7 Developandmaintainapositiveorganizationalculturethatpromotesrespectfordiversestaffhttp://www.cipp.org/uploads/3/7/5/7/37578255/7_positive_organizational_culture.pdf
8 Developandsustainorganizationalvision/missionhttp://www.cipp.org/uploads/3/7/5/7/37578255/8_vision_organization_mission.pdf
9 EngageinStrategicPlanninghttp://www.cipp.org/uploads/3/7/5/7/37578255/9_strategic_planning.pdf
10 Enhanceself-awareness;maintainproactiveprofessionalcommitmenthttp://www.cipp.org/uploads/3/7/5/7/37578255/10_self-awareness___professional_commitment.pdf
11 Establishorganizationalauthority,roles,andresponsibilitieshttp://www.cipp.org/uploads/3/7/5/7/37578255/11_establish_authority.pdf
12 Leveragetheroleofthejailinthecriminaljusticesystemhttp://www.cipp.org/uploads/3/7/5/7/37578255/12_jails_role_in_cj_system.pdf
13 Makesounddecisionshttp://www.cipp.org/uploads/3/7/5/7/37578255/13_sound_decisions_no_ads.pdf
14 ManageChangehttp://www.cipp.org/uploads/3/7/5/7/37578255/14_change_no_ads.pdf
15 Manageemployeeandlaborrelationshttp://www.cipp.org/uploads/3/7/5/7/37578255/15_manage_labor_relations.pdf
16 Managepowerandinfluencehttp://www.cipp.org/uploads/3/7/5/7/37578255/16_manage_power_and_influence.pdf
17 Managetimehttp://www.cipp.org/uploads/3/7/5/7/37578255/17_time_management.pdf
18 Obtainandmanagehumanresourceshttp://www.cipp.org/uploads/3/7/5/7/37578255/18_human_resources.pdf
19 Overseeinmateandfacilitymanagementhttp://www.cipp.org/uploads/3/7/5/7/37578255/19_inmate___facility_management.pdf
20 Overseephysicalplantmanagementhttp://www.cipp.org/uploads/3/7/5/7/37578255/20_physical_plant_management.pdf
21 Reducejail-relatedliabilitieshttp://www.cipp.org/uploads/3/7/5/7/37578255/21_reduce_jail-rel...[3525].pdf
22 Understandandmanageemergingtechnologyhttp://www.cipp.org/uploads/3/7/5/7/37578255/22_managing_emerging_technology.pdf
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NowWhat?UsingtheCoreCompetenciesforOrganizationalDevelopmentHowcanajailusethecorecompetenciestoimprovetheORGANIZATIONandjumpstartjailleadershipinitiatives?Thejail’sleadershipteamshouldreviewallthecompetencies,assesstheirorganization’salignmentandsetpriorities.Withoutextraordinaryresources,nojailislikelytocrediblyimplementatotallycomprehensivesystem.Progressrequiresthesharedcommitmentofhumanresourcesandfiscalstaff.You’llfindadiscussionofmanythesesuggestionsinanarticleoncorecompetencies.AstheChineseproverbtellsus:
"Ajourneyofathousandmilesbeginswithasinglestep."
1. Beginaleadershipdevelopment
initiative.Documenttheneedforaformalized,proactiveleadershipdevelopmentprograminyourjail.What’sthedata–howmanyareretiring?Whatistheimmediatefutureofretirementsinyourjail?Aresupervisorsandmid-managersbeingpreparedforleadershiproles?Howareleaderscurrentlybeingprepared?Howcanthisdatabeusedtosupport/justifythecostsofaleadershipdevelopmentprogram?
Whatareleadershipinyourcommunity–forexample,inlocallawenforcementorothercriminaljusticeandpublicserviceagencies?Chancesareifthejailis
strugglingwithleadershipdevelopment,soarebrother/sisteragencies.Reachout,buildcoalitions,shareinformation,developcollaborativeprograms.Ajailcannotbeaneffectivepartnerwithothersinleadershipdevelopmentinitiativesifithasnotdefinedforitselfwhatitneeds,andcanprofessionallyarticulatethoseneeds.Assurethattheinternalcultureisassessed,identified,andaddressedassuchanewinitiativebegins.Whoarethehelpers,whoarethedetractors,andhowcananinternalcoalitionbebuiltandmaintained?Usethepersonalleadershipinventorytoassessthestatusofskills,knowledgeandabilitiesamongemergingjailleaders.
WhatDataCanHelp?
Relevantbasicinformationjailsshouldmaintaininclude:• Accurateannualattritiondataby
rank;• Anticipatedretirements;• Effectivenessandtimelinessofthe
promotionalprocess;• Currentleadershipinitiatives;• Whyemployeesareleaving;• Skillsetsofemergingleaders;• Needs/initiativesoflocalpublic
safetyagencies;• Resourcesavailableatlocal
collegesanduniversities;and• Interestofstaffinpromoting.
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2. Adoptandpracticeagenuine
commitmenttothenextgenerationofleaders.
Isthereaclearcommitmenttothenextgenerationofleadersinyourjail?Damagefrom“pretending”thereisacommitmentmeasuredagainstactionsmaybeasubstantialgap.Dothejail’sleaderswalkthetalk?Howcanacommitment,evenwithlimitedresources,beinitiated?Create/revise/updatethejail’smission,visionandvaluesstatementsbasedoncorecompetenciesthatincludesacommitmenttostaffdevelopment.Alignpracticeswithmission,vision,valuesandcorecompetencies.Seektoabandonthenotionthat“ifitain’tbroke,don’tevenlookatit”–infusetheorganizationwiththefreedomtochallengehowthingsaredoneandfocusoncontinuousimprovement.
Whenwasthejail’smission,visionorvaluestatementslastupdated?Doesthisdocumentprovidethefoundationforhowtogrowthenextgenerationofleaders?
Actionsmayinclude:• Conducton-goingassessmentofstaff-
readinessforpromotionstoleadershippositions;
• Holdleadershipseminarsbasedonneedsandinterests,andincludeasmanystaffwhoareinterested.
• Findmentorsforemergingleaders.• Affirmthepositionthatallemployees
areleadersregardlessofrank.
• Involve,communicateandcommunicateleadershipvision
3. AssesstheOrganizational
StructureandthePeopleBuildonacrediblefoundation.Whenwasthelasttimethejail’sorganizationalstructurewasobjectivelyevaluated?Aretherightpeopleintherightjobs?Istheorganizationtop-heavy,decentralized,responsive,well-performing?Aresupervisorsofhighqualityandworthyofbeingrolemodels?Istherealaccountabilityintheagency?Seekthroughleadershipdevelopmenttoperpetuateorreplicateanorganizationthatishighfunctioning,wellrespected,andseenasanethicalorganization.i
Whatelse?
• Aligntrainingtothecorecompetencies.
• Aligntrainingtomission,visionandvalues.
• Involvethelocalcommunityandstakeholders.
• Outreachtotheneighborsthejailserves,letthecitizensgettoknowthejail’sleaders(formalandinformal).
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4. CoreCompetenciesGuideDaily
Operations
Considerassuringthecorecompetenciesareincorporatedintodailyoperationsthroughinternaleducation,achievingbuy-in,identifyingpriorities,anddevelopingandimplementingactionplans.Ifthejailisnotabletotakeonaleadershipdevelopmentprogram,startbysmallerinitiatives.Reviewoperationsthroughthelensofthecorecompetencies.Isthejailup-to-dateonacceptedoremergingpractices?5. Developassessmentcenters
and/orjobsimulationsforemergingleadersbasedonthecorecompetenciestoidentifytheirstrengthsandweaknesses.Actonresults.
Traditionalassessmentcentersusedforpromotion,ifsolidlylinkedtobonafidejobdutiesandcorecompetencies,areinvaluabletogrowingfutureleaders.Mini-assessmentcenters,orjob-simulationactivities,canbeusedtogiveboththeorganizationabenchmarkonwhatthenextgenerationneeds,andhighlightwhatindividualsmightwanttoimprove.Startwithassessmentofafewcompetenciesandbuildonsuccess.Askemergingleadersto:preparenextyear’sbudget(orpartofthebudget);assessthejail’schain-of-commandanddeveloprecommendations;and/orimplementaccountability-basedmanagementinyourjail.AppendixBcontainsaninstrumentthatindividualscanusetoassesstheirownprogresswithacquiringtheskills,knowledgeandabilitiesofthe22corecompetencies.Usingthissame
instrumenttolookmorewidelyatemployeescanbeamini-assessmentcenter–andcaninformandprioritizetrainingneeds.
6. Criticallyexaminecurrent
trainingandemployeedevelopmentprograms.
Whattrainingisprovidedtoemployees,when,bywhom,andisthetrainingdirectlylinkedtorequiredjobduties.Dotrainingdollarshaveapositivereturnforthejail?HavetrainingstrategiesbeenupdatedtoaddressfortheneedsofMillennialsandGenerationZs?Areinstructorstrainedandcompetent?DoesyourjailhaveanFTO/CTOprogram,formalizedinpolicy/procedures?Howdoestherequirementsofthatprogramlineupwiththecorecompetencies?ii
Criticallyreviewexistingleadershipdevelopmentinitiatives–internal/external,thatisintendedtopreparethenextleaders.Makealist.Whatisavailableandwhatisused?How
TimetoObjectivelyCritiqueAllTraining
• Aretrainingstrategiesdesignedtoaddressthedifferentlearningstylessuchas:
• Areadultlearningconceptsbuiltintothesystem?
• Arethelearningstylesofthedifferentgenerationsbuiltin.Domillennialsrelymoretechnologyintheirlearning?
• Isyourtrainingintouchwiththeactualjobbeingdone?
• Dotheinstructorscomefromthestaffdoingthework?Ifprofessionaltrainerswhataretheimplicationsonyourculture?
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manypeoplehaveattendedvariousprograms.Whatistheirfeedback?Howhastheparticipationofstaffinvariousprogramsprovidedconcreteimprovementsbasedontheirexperiences?Isthereamentorshiporshadowingprogram?Howdonewsupervisors,mid-managersandleaderslearntoLEAD?
Considertheneedsthatcanberevealedifemployeesself-assesstheirleadershipneeds,forexample,byusingatoollikeAppendixB.7. Establishamentorshipprogram
(Resourcesavailableat:http://www.cipp.org/jail-mentoring-program.html)
Mentorshipprogramsarehelpfulforthementorandthementee.Theseareinformalprograms,butrequirealevelofoversighttoorganize,observe,assess,andmodifyasneeded.
Theorganizationcanfocusonmentoringfordifferentorganizationallevels(forexample,forexecutive,forfirstlinesupervisors)andforjobduties–alwaysincludingthecivilianstaff.8. HumanResourcesFusionTheHumanResourcespersonnelwhoaretoservethejailrequireeducation,alignment,nudging,andinvolvementtojumpstartjailleadership.Amongthecollaborationsare:iii
a. Improvepromotionalprocesses.
Reviseassessmentcentersforselectionofmid-manger/leaderincorporatingthecorecompetencies.Revisejobinterviewquestionsandacceptedresponsesbasedoncore
competencies.Developstudymaterialsbasedoncorecompetencies.
b. Linkpromotionalopportunitiesformid-managersandleaderstothecorecompetencies.Canthosewhowishtobepromoteddemonstratetheirproficiency?Arepromotionalmaterialslinkedtothecorecompetencies?Communicate,concretelywhatittakestobecomeproficientandadvanceintheorganization.
c. Reviseperformanceappraisalswithbenchmarksanchoredinthecorecompetencies.Performanceappraisalsshouldbemorethanwhetherpeopleshowuptoworkontimeandhaveneatuniforms.Asjobdescriptionsareupdated,alsoupdateandalignperformanceappraisalstothecorecompetencies.
d. Assessjobannouncements/recruitments/solicitationsforalllevelsofpositionsintheorganization.ManyjailsnownoteapreferenceinhiringandpromotionforleadershiplevelpositionsforCertifiedJailManagers(CJMs).Revisematerialstoincludetheskills,knowledgeandabilitiesofthecriticalcorecompetencies?Anotheropportunitytoinvolvestafffromhumanresources.
e. Update/revisejobdescriptionsforfirstline,mid-managersandleadershippositions.Thecorecompetenciesprovideinformationthatcanbeusedtoupdatethejobdescriptionsforleaders.Whetherusedforinternalpromotionalprocessesortorecruitoutsidetheorganization,thereareclearskills,knowledgeandabilitiesneeded.
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9. Externalstakeholders.Shareinformationabouttheprofessionalexpectationsofjailleaderswithfunders,communityleaders,stakeholdersandotherpublicagenciesinyourjurisdiction.
WeknowthatabouthalftheadultsintheUShavealovedonewhohasbeenorisincarcerated.Thereisaconstituencywhoseestheneedforwell-run,safejails.Educatethefunders,communityleaders,citizensaboutwhatyourjailneeds–especiallyintermsofthenextleaders.iv10. Seekcollaborations;co-develop
leadershipinitiatives.Reviewleadershipopportunitiesinyourcounty,region,stateornear-bystates.
Therearepublicandprivatesectoragenciesexperiencingthesameleadershipcrisisasthejail.Findthem,invitethemin,findthecommonthreads,developactionplans.Thereareonlyasmallnumberofthecorecompetenciesthatspeaktothespecificsofjailoperations.Mostcompetenciesarefocusedonleadership–regardlessoftheorganization.Capitalizeonthis.Identifywhocanprovidewhatresources.Whoarethebusinessleadersinthecommunityandcantheycommittoimprovingthejurisdictionthroughleadershipinitiatives?CollaborateonDistanceandeLearningplatforms.Whileitmayseemthattechnicalcolleges,collegesanduniversitiesknowwhatisneededinthejailforleadership–theymostlikelydonot.Involvethem,learnfromthem,theywilllearnfromyouandbeamoreeffectivepartner.
11. Rolemodelandencouragereadingthecompetencyarticlesamongshifts,workgroups,orstaffmeetings.Createaleadershiplendinglibrary–hardcopyorelectronic.
Iftheleadershipdoesn’tthinkthistopicisimportant,neitherwillanyoneelse.Askstafftotaketheleadinbookgroupdiscussions.Findwaystointroducethecompetenciesandthevisionoftheagencyforthenextleaders.
Establishthejail’splaceasalearningenvironment–settingexpectationsforincreasingprofessionalandleadershipcapabilitiesusingthecompetencies.
Developshiftbriefings/rollcalltrainings.Shareinformationthere.Createtheexpectationthatallemployeesareleaders.
12. Holdagencysponsored
seminars,invitingotherpublicsafetyorganizationsandjails.
Takethejailtoanewlevelandhostevents,seminars,learningopportunitiesforemployees,localgovernmentsworkers,andpeers.Findhottopics,inviteexpertstobeinvolved.Establishapositivepresenceinthecommunity.13. Worktoestablishan
environmentandinternalculturewherepeopleareexcitedaboutcomingtowork.
Identifywhatisimportanttostaff.Conduct“stayinterviews.”Fixwhatyoucan.Findwaystoincreaseopportunitiesandjobsatisfaction.Learnaboutthenewestgenerationsintheworkplace.
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Provideforjobrotationandopportunitieswherepermittedbyworkrules.14. Encourage/payforprofessional
certificationprogramsExaminewaystorewardstaffforleadershipinitiatives–whetherseekingaCJM,CertifiedPublicManager,orattendingthestatejailconference–increasetheemployees’exposuretootherwaysofdoingthingsandotherwaysofthinking.
15. Establishaneducational
incentiveprogramcollaboratingwithlocalinstitutionsofhighereducationandtechnicalskills.
Identifyresourcestoencourageattendingprograms,inpersonoron-line.Maybemorepaydoesn’tfitinthebudget,butopportunitiesforpromotions,ordifferentjobassignmentsdo.Reevaluateoptions.
Conclusion–FortheOrganization
Thesearejustafewideasabouthowcorecompetenciescanbeusedtoadvancethejail’sleadershipdevelopmentinitiatives.Thereareundoubtedlymoreandnetworkingwithpeerswillresultinmoreideas.
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UsingtheCoreCompetenciesforPersonalDevelopment
Self-improvementisuptoyou.Yousetyourpersonalpriorities.AsThomasEdisonobserved–whetheryouthinkyoucanorthinkyoucan’t,you’reright.It’sallintheattitude.
OnewayforyoutogetinsightintoyourabilitiesistouseAppendixB.Thisisachecklistthatallowsyoutohonestlyassessyourownleadershipskills.Ifyouchoosetousethistool–plotyourpathbasedonyourresults.1. Readthearticles,assemblea
personallibrary.Expandyourbaseofknowledgeaboutleadership.
Timeisimportanttoall,andhowyouallocateyourtimeisyourprerogative.Includeinyourweekacommitmenttoreadonebook,onearticle,ornetworkwithpeersoutsideyourjail.SeetheResourcesandBibliographyincludedinthistoolkit.Ifyoudon’tmakeyourgoal,keeptrying.Sign-upforthemanyofthenewsaggregatorswhichbringinformationtoyourinbox.2. Honestlyassessyourskills,
knowledgeandabilitieswitheachcorecompetency.
Behonestwithyourself.Nooneelseneedstoknowwhatyouidentifyasyourstrengthsorweaknesses.Figureoutwhatthetopthreeorfivethingsareyouneedtodo.Maybeyoudon’taspireforapromotioninthisjob,andyoucanfocusonyourpersonalsatisfactioninyourjobandimprovingthoseyouworkwith.Itmaytakeafewmonths,oryears,but
mentorwhocanhelpyouwithlookingatyourself,givingideas,andprovidingencouragement.Identifyprofessionalcertificationsand,asappropriate,obtainthosecertifications.
SeeAppendixB.3. Bloomwhereyouareplanted.
Assesshowtoimproveoperations,resourcemanagement,etc.whichareunderyourcontrolanddevelopandworkaplan.Youmaybefrustratedbecauseyoudon’tseeyourjail’sleadershipmovingforward,supportingemployees,orbeingtransparent.Afteryou’vetriedtochangethestatusquo–consideranalteredagenda–focusonthepeople,processandthingsyoucancontrol.4. Findamentor,insideoroutside
theorganization.Havingapersontobealistener,aguider,acorrector,andacheerleadermakesallthedifference.Findsomeonewhowillbehonestwithyouandmirrorbackwithyouaresaying.Findsomeonewhoiswilling,approachable,honest,credible,transparent,visionary,andcommittedtoyoursuccess.5. Mentorsomeone.Reachoutandofferyourknowledgetosomeoneelse.Doitbecausetheyarewillingtohearyou,andbecauseyouwillbebetterbecauseoftheexperience.ItisNOTwhat’sinitforyou,butyoursatisfactioninwatchingsomeoneelsegrow.
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6. Reachouttopeersinother
agencies(notjustjails)toincreaseyourperspectiveandknowledge.
Network.Often,weonlyknowwhatweknow–andhavingotherideasisinvaluable.Maybetheywon’tworkinyourjail,buttheywillgiveyourperspective.Findothersonlistservesandblogswhatinspiretomoveyoutowardleadershiplearning.7. Joincommunitygroups,attend
publicmeetings,learnaboutstakeholders.
Thebossshouldnotbetheonlyoneexpectedtointeractwiththecommunity,attendpublichearings,defendthejail’sbudget,orkeeptheneighborhoodsuptodateonthejail.Joinin.Learnwhyitisthattheanimalshelter’sbudgetwillbeapprovedandthejail’swillbecut.Findouthowpowerfulacommunityorganizationcanbeinshapingpublicpolicy.Invitepeopletothejailfortours,startacitizen’sadvisoryboardoracitizenacademy.8. Attendprofessional
conferences.Evenifyousometimeshavetouseyourownresources,committoimprovingbynetworkingandexpandingyou.
9. Sharewhatyouknow.Writeanarticle,developcurriculum,volunteertopresentatconferences–stretchyourself.Seeabove,findamentortohelpyou.Conclusion–ForYou
Therearemanymoreideas,orcombinationofideastoenableyourpersonalgrowthanddevelopment.Formoreideasgoto:http://www.cipp.org/uploads/3/7/5/7/
37578255/10_self-awareness___professional_commitment.p
df
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What’sNext?OvercomingObstaclesandStrategiesforImplementation
Leadershipdevelopmentisnotself-initiating.Ittakesanindividual,acommittedgroup,andcoalitionofworkerstoidentifythispriorityandthenstartworking.
Toprovideadditionalinformation,asurveyoftwenty-twojailadministratorsaskedthemtoidentifythebarrierstobeginningorenhancingtheirleadershipprogram,notingasmanyofthepotentialbarriersasrelevant.
Additionalconcernsincluded:
• Insuringgenerationalrelevance–excitingboththenewestgenerations,andgettingbuy-inofolderworkers
• Verbalcommitmentfromleaders;butnoactualfollow-through;emptypromises
• Lackofstaffandtechnologysupport
• Overcoming“fear”amongolderleadersthatthe“kids”willtaketheirjobs
• Trustofleadership• Overcominghistoryofinaction• Time• Gettingstaffmotivatedwith
reasonsto“buy-in”
0
10
20
30
40
50
60
BarrierstoEnhancingorStartingJailLeadershipProgram(%ofRespondersN=21)
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Startconversationsaboutwhatisneeded,andhowitcanhappen.Findpeoplewhoarepassionateaboutthis.Recruitthosewhomaynotbeasmotivated,butwillbetheend-users(theMillennialsandGenerationZs).Findcommunitysupporters.Involveotherpublicorganizations.Enlistthehelpofthelocalcommunitycollegeand/oruniversity.
Establishataskforce.Assignleadership.Sharethework.Reviewthecorecompetencies.Determinetheprioritiesforyourjail.Establishdeadlines.Holdeachotheraccountable.Don’tletbarriersstopprogress,findwaysaround.Therearemanyformatsofactionplansandtheessentialingredientsare:• Specificactionswilloccurinclear,
objective,measurablestatements.• Whowillcarryouttheseactions;
identifyotherswhoneedtobeinvolved.
• Bywhenwilltheactionstakeplace.• Whatresourceswillbeneededto
carryoutthechange.• Howwilltheprocessbetransparent
andcommunicated?• Periodicmonitoringreportsto
leadershipandmanagementwithupdatestotheplanasnecessary.
• Determinationofwhethertheplanresultedinthedesiredoutcome,whyorwhynot.
SMARTMODELIndevelopingACTIONPLANS,consider:
S–Specific–isthewordingpreciseandunambiguous?M–Measurable–Howwillachievementsbemeasured?A–Action-oriented-Isanactionverbusedtodescribeexpectedaccomplishments?R–Realistic–Istheoutcomeachievablewithgivenavailableresources?T–Time-sensitive–Whatisthetimeframe?
FEMA,Retrievedfromhttps://www.fema.gov/national-
incident-management-system
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AppendixA-SummaryofKnowledge,SkillsandAbilitiesCoreCompetenciesforJailLeaders
CoreCompetency1:CriticalThinking:anticipate,analyzeandresolveorganizationalchallengesandconflictsDescription:Usecriticalthinkingskills,evidence-basedpractices,andinformationanalysistoinformdecision-makingandaddressorganizationalproblems;proactivelyidentifypendingcrisesoropportunities.Rationale: Jail leaders must be able to not onlycharttheirorganization’sfuturecourse,butalsotonavigate the present. Dealing with currentorganizationalchallengesmustbepredicatedonasoundknowledgeofthepastandaclearvisionofthe future, including strategies for preventingorganizationalconflicts.Requiresknowledgeof:• Elementsofcriticalthinking• Organization’svision,missionandvalues• Existingandpotentialorganizationalconflicts• Organization’sinternalcultureRequiresskillsto:• Accuratelyidentifyingjail’semerging
organizationalconflicts• Gatherinformationtoanalyzetheconflicts• Anticipatepotentialchallengesandconflicts• Effectivelyovercomingchallengesand
resolvingconflicts• Understandandmanagingtheagency’s
internalculture• Mentoringsubordinatestoengageincritical
thinkingandorganizationalself-analysisRequiresabilitiesto:• Thinkcriticallytoidentifychallengesand
conflicts• Maintaintheconfidenceoftheemployees• Instillapositiveattitudewithinthe
organization• Havethecouragetoleadchange• Beguidedbymyethicalmoralcompass• Thinklogicallyandcreatively• Beproactive• Involveinternalstakeholdersinproblem-
solving• Bepatientandpersistent• Avoidprocrastinationinaddressing
controversialissues
CoreCompetency2:AssureorganizationalaccountabilityDescription: Direct the process for collectingongoing feedback and assessing long-termoutcomes; model self-accountability throughwordsandactions.Rationale:Jailleadersareultimatelyaccountabilitytothepublic,theinmate.Thisincludesidentifying,collecting, analyzing, and disseminating the dataandinformationneededtoassureaccountabilityinatransparentmethodthatprovidesa“reportcard”forstakeholders.Requiresknowledgeof:• Organizationalmission,vision,andvalues• Relevantdataandinformation(e.g.,jail
operations,budget,staffing,inmatepopulation,etc.)
• Evaluationandaccountabilitystrategies• Whatkeyindicatorsstakeholdersneedto
knowtoformanaccurateassessment(i.e.,thejail’s“reportcard”)
Requiresskillsto:• Determininghowtomeasureachievementof
theorganizationalvision/mission• Identifyingandcollectingrelevantdataand
informationinusableformat• Establishingaplanthatwillyielddesired
information• Analyzinganddisseminatingrelevantdata
andinformation• Gettingformalandinformalfeedbackthrough
avarietyofapproaches• Articulatingoutcomemeasurestostaffand
stakeholders• Usingevidence-basedoutcomestoguide
decision-makingandresourceallocation• Implementingchangesasindicatedby
outcomeresultstoensureaccountability,(bothindividuallyandorganizationally)
Requiresabilitiesto:• Identifyoutcomemeasures• Operationalizeoutcomemeasures• Analyze• Evaluateimpartially• Beconsistent• Beagoodrolemodel• Analyzeandprioritize• Behonestandforthright
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CoreCompetency3:BuildandmaintainpositiverelationshipswithexternalstakeholdersDescription:Developreciprocallybeneficialexternalpartnershipstoachievesharedgoals.Rationale:Sincejailsareimpactedbyothercriminaljusticeagencies,localandstatepolicy-makers,andcommunityorganizations,theycannotoperateeffectivelywithoutdevelopingworkingrelationshipswithsuchgroups.Establishinglinkageswiththesestakeholdersnotonlyassistswithaccomplishingthejail’smission,butalsowithmanagingrelatedexternalforcesoverwhichjailshavenodirectcontrol.Identifyingandbuildingsuchrelationshipsisatwo-wayprocessforthemutualbenefitofeveryoneinvolved.Requiresknowledgeof: • Stakeholdersandtheirorganizational
missionsaswellaspersonalagendas• Howexternalpartnershipscanproductively
assistinaccomplishingthejail’smission• PositiveadvocacytechniquesRequiresskillsin:• Identifyingandnurturingrelevant
stakeholders• Overcomingexistingconflicts,andavoiding
potentialconflicts• Understandingpoliticsandstakeholder
relationships• Listeningtotheviewpointsandconcernsof
partners• Identifyingindicatorsofasuccessful
partnership• Collaboratingwithothers• CreatinganMOA(memorandumof
agreement)• Repairingunproductiveorineffective
partnerships• Terminatingunsuccessfulpartnerships• Convincingothersofthejail’sneeds• Advocatingforthejail’smissionRequirestheabilitiesto:• Appreciatestakeholders’mission• Seethe“bigpicture”beyondorganizational
boundaries• Demonstratepoliticalawareness• Assessexternalrelationships• Analyze• Beobjective• Developtrust
• BepersuasiveCoreCompetency4:Buildandmaintainteamwork;mentorandcoachothersDescription:Workwithstafftostrengthentheteamandmembersofit;leadbyexample;gobeyondtheexpectedtoassurethesuccessofallinvolved.Rationale: Creating and nurturing a successfulteamtakesthoughtfulplanning,time,energy,andongoing attention. This includes building andmaintaining teamwork through both formal andinformal strategies, such as mentoring, rolemodeling, and other approaches to uniting thetalentsofadiversifiedworkforce.Greatteamsarenotaccidental,butrather,aretheproductofgreatproactiveleadership.Requiresknowledgeof:• Team-buildingprocesses• Qualitiesofaneffectiveteam• Workforcecharacteristics(e.g.,gender,age,
race,specialskills,etc.)• Thevaluesofdiversity• Thestressassociatedwithgrowth(dynamic
tension)Requiresskillsin:• Analyzeteammembers’strengthsand
weaknesses• Rolemodelandmentorsubordinates• Inspireandmotivatesubordinates• Correctsubordinates’behaviorswhichareout
oflinewithmission/vision• Understandneeds(andutility)ofadiverse
workforce• Helpyourselfandotherslearnfromtheir
mistakes• Useadversityadvantageouslytocontributeto
yourpersonalgrowth• Establishprogramsandprocessestoimprove
teamworkandimproveteam’sknowledge,skills,andabilities
Requiresabilitiesto:• Beapproachabletoallemployeesandto
inmates• Helpotherssucceed• Communicateeffectively• Bearolemodel• Knowyourownstrengthsandweaknesses• Analyzepeopleandsituations• Beflexible
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CoreCompetency5:Communicateeffectively,internallyandexternallyDescription:Engageinwrittenandoralcommunicationthatisclear,unambiguous,transparent,andconsistentwiththeorganizationalvision,mission,andvalues.Rationale:Thiscompetencyisafundamentalcomponentofeachoftheothertwenty-onecompetencies.Itincludeseffectivelyusingallavailablemeansofcommunication(e.g.,oral,written,electronic)tomanagepeople,makedecisions,andcollectanddisseminateinformationinawaythatisappropriate,unambiguous,andmutuallybeneficial.Requiresknowledgeof:• Whatformofcommunicationismost
appropriateforthecircumstances• Howcommunicationcanimprove(ordetract
from)decision-makingandorganizationalinternalculture
• ThepowerofcommunicationandabsenceofcommunicationThemechanicsofprofessionaloralandwrittencommunication
Requiresskillsto:• Analyzesituationsaccurately• Knowyouraudience• Establisheffectivetwo-waycommunications
withemployees,inmates,externalstakeholders
• Possessanddemonstrateeffectiveinterpersonalcommunication(bothverbalandnonverbal)
• Useprofessionallanguageandetiquetteinemails,textmessages,memorandum,andonthetelephone
• Writeinaclear,concisemanner• Critiquereports,policies,etc.tohelpassure
subordinatescommunicateeffectively• Rolemodeleffectivewrittenandoral
communication,bodylanguage• Stimulatetwo-waydialogueRequiresabilitiesto:• Writeandorallycommunicateprofessionally• Leadbyexample• Beflexibleinpersonalcommunicationsstyles• Encourageanduseconstructivefeedback
withsubordinates• Analyzetheimpactandeffectivenessofmy
personalcommunications
• Listenwithoutinterruptingorjudging• Demonstrateimpartialityinpersonal
communicationCoreCompetency6:FiscalManagementComprehend,obtainandmanagefiscalresourcesDescription:Understandthelargerfinancialpicture,aswellasobtainthefiscalresourcesneededtoachieveorganizationalgoals,allocatingresourcesinamannerthatsupportstheorganizationalvision,mission,andvalues.Rationale:Notonlymustjailleaderscomprehendspecificsofthebudgetingprocess,buttheymustalsobeabletoassurethatthejailhassufficientfinancialresourcestofulfillitsmissionbyobtainingstakeholdersupport.Thisincludesnotonlyassessingwhatresourcesareneeded,butalsomanagingtheminacost-effectivemannerbyeffectivelyprioritizing,eliminatingwasteandduplication,identifyingalternativestosupplementthebudget,andmakingreductionsasnecessary.Requiresknowledgeof:• Revenuesourcesandhowtoinfluencethem• Thebudgetaryprocessandrelatedfiscal
procedures• Currentandprojectedfiscalneedsofthe
organizationRequiresskillsto:• Dealwiththelocalfundingauthority• Issueandmonitorcontracts• Obtainnon-traditionalfunding(e.g.,grants)• Interprettheadministrativeregulations
governingfiscalmatters• Developandjustifytheorganizationalbudget• Monitorandamendtheorganizationalbudget• Usingfiscaltools(e.g.,electronic
spreadsheets,accountingtechniques,financialstatements)
• Long-rangeplanning• Identifyfactorsthatwillimpactfuture
budgets• Distinguishbetween“needs”and“wants”Requiresabilitiesto:• Interactwithandinfluence“holdersofthe
purse-strings”• Analyze• Becreative• Bepersuasive• Interpretfiscaldata• Objectivelyprojectfiscalneeds• Thinkcritically
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CoreCompetency7:DevelopandmaintainapositiveorganizationalculturethatpromotesrespectfordiversestaffDescription:Assestheagency’sinternalculture,assurethatitisalignedwiththemission,vision,andvalues;worktochangecultureasnecessary;supportculturethatmovestowardidentifiedorganizationalgoals.
Rationale: Managing a diverse workforce, (andinmatepopulation),requiresconsiderableefforttocreate“oneoutofmany.”Thisincludesidentifying,developing, and maintaining an organizationalculture that values diversity, embraces change,promotes a positive approach, and is consistentwiththeorganization’svision,mission,andvalues.Requiresknowledgeof:• Thecomponentsofanorganization’sinternal
culture• Thejail’scurrentinternalorganizational
culture• HowtochangeorganizationalcultureRequireskillsto:• Assessthejail’scurrentorganizational
culture(s)• Mentorsubordinatesandpeersregarding
elementsofinternalculture• Helpsubordinatesandpeersunderstandtheir
rolesoftheircontributionstotheinternaljailculture
• Determinetheelementsofinternalculturethatareinconflictwiththejail’smission,visionandvalues
• Recognizetheattributescontributetothejail’spositiveorganizationalculture
• Identifyanygapsbetweenthedesiredandthejail’scurrentinternalculture
• Understanddiverseinterestsandmotivationsofjailstaff
• Encouragestafftosetasidedifferencesanduniteinpursuitofcommongoals
• Promoteteamwork• Identifybenchmarkstoassessimpactof
cultureinitiatives• Reinforce,operationalize,andkeep
organizationalignedwiththeagency’svision,mission,andvalues
Requiresabilitiesto:• Analyzeinternalcultureaccurately• Maintainobjectivityinassessingculture
• Maintaintenacityinaddressinghowchanges,ifneeded,arepursued
• Berespectfuloftheviewsofothers,eveniftheydisagreewithyou
• Demonstratecourageinfacingculturechallenges
• Bearolemodel
CoreCompetency8:Developandsustainorganizationalvision/missionDescription:Establishalong-rangepurposefortheorganizationandprovideoveralldirectionandguidanceforachievingitsmissionandmeasuringsuccess.Rationale: This competencyestablishes thebasisforpursuingallothers. It clarifies theessenceofthe organization’s existence by creating,implementingandmaintainingthejail’svisionandmissionthroughparticipatoryconsensus-buildingwithstaffandstakeholders.Requiresknowledgeof:• Techniques for developing and updating a
vision/missionstatement• How to operationalize a vision/mission
statementandcreatemeasuresofsuccess• Productiveuseoffeedback• StrategicplanningRequiresskillsto:• Collaborationandteamwork• Consensus-building• Forecasting• Actionplanning• Followingthrough• Identifyingappropriatebenchmarks• Implementingchange• Listening• Makingmodificationsasneeded• Anticipatingpotentialobstacles• Keepingthevisionalive• ReinforcingthevisionRequiresabilityto:• Bevisionary• Seedifferentpointsofview• Maintainapassionforthevision• Seethe“bigpicture”• Becourageous• Keeporganizedandontrack• Evaluate• Bepatientandpersistent• Obtainconstructivefeedback• Beflexible
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• Bewell-organized• MaintainapassionforthevisionCoreCompetency9:EngageinStrategicPlanningDescription: Proactively analyze emerging trends,anticipate organizational needs, and developstrategiesformeetingthem.Rationale: Effective leadership,management, andaccountability requires short and long-rangeplanningandadjustingoperations. This includesmaintaining a comprehensive foundation ofinformation,collectingandanalyzingrelevantdata,andworkingwithcommunitystakeholders.Requiresknowledgeof:• National, state, and local trends that may
impactthejailandthelocaljusticesystem.• The resources which provide data,
information, and trends thatmay impact thejailandthejusticesystem.
• The relationship between the long-rangetrendsandthejail’sbudget.
• Thestrategicplanningprocess.Requiresskillsto:• Leadeffortsinlong-rangeplanning.• Forecastfuturetrends.• Synthesizingnumerousanddiversesourcesof
information to benefit short and long rangeplanning.
• Applyinginformationanddatafromotherjailsandoutsidedisciplinestoone’sownagency.
• Mentor peers and subordinates regardingtheirrolesinstrategicplanning.
• Collaboratingwithexternalstakeholders.• Gaining consensus, internally and externally,
forthejail’sstrategicplan.• Makenecessaryadjustmentstotheplanbased
onfeedbackandenvironmentalchanges.Requiresabilityto:• Seethe“bigpicture”ofdata,trends,initiatives,
andpoliciesbeyondthejail.• Analyze emerging trends in the public and
privatesector.• Read voraciously; encourage subordinates to
dothesame.• Analyze, translate, and apply complex
informationtothejail’sfuture.• Visualizethejail’sfuture.• Assureoperationsalignwiththestrategicplan.• Recognize the plan’s potential impact on
stakeholdersandseekpartnerships.
• Think critically about the jail and the localjusticesystem.
CoreCompetency10:Enhanceself-awareness;maintainproactiveprofessionalcommitmentDescription:Identifypersonalstrengthsandweaknesses;makeuseofprofessionalresources(e.g.,technicalassistance,researchreports,professionalorganizations,peerreviews,networking,etc.).Rationale:Beforeanyonecaneffectivelyleadothers,heorshemusthavesufficientinsightintotheirownstrengthsandweaknesses,especiallyintermsofhowtheypotentiallyimpacttheirstaff.Leadersmustbewillingtotakeanobjectiveandin-depthlookatthemselvesandbewillingtochange.Requiresknowledgeof:• Theoriesofhumanbehavior;organizational
dynamics• One’sownstrengthsandweaknesses• Howtoengageinpersonalprofessional
developmentRequiresskillsto:• Obtainanduseobjectivefeedbackaboutmy
leadershipfrompeersandsubordinates• Engageinintrospectionandself-insight;
knowingthyself• Beabletoseeyourselfandyouractionsfrom
theperspectiveofothers• Buildonpersonalstrengthsandaddress
weaknesses• Assesspersonalbiases• Maintainpersonalintegrity• Activelyengageinself-improvement• Keepcurrentwithchangesinthefield• Networkwithpeers,stakeholders,communityRequiresabilitiesto:• Beinsightfulaboutpersonalstrengthsand
weaknesses• Analyzepersonalbehavior• Personallychange;committogrow• Avoidbeingdefensive• Participateinactivitiesthatenhanceself-
awareness• Havethecouragetoadmitbeingwrong• Adheretovalues• Maintainhumility
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CoreCompetency11:Establishorganizationalauthority,roles,andresponsibilitiesDescription:Assurethatdutiesandresponsibilitiesare properly distributed throughout theorganization,alongwiththeauthoritynecessarytofulfill them, in order to promote smooth, efficientfunctioningwithinlegalparameters.Rationale: Jails do not run themselves. While theleader’s job does not extend to day-to-dayoperational management, it is the leader’sresponsibility to develop an overall organizationalstructure that ensures effective functioning,complieswithrelevantlaws,establishesclearlinesofauthority and accountability, and ultimately,promotesfulfillmentofthejail’svisionandmission.Requiresknowledgeof:• Characteristics of an effectively functioning
organization• Local,state,andfederallawsandcourt
decisions• Organizationalconcepts(e.g.,authority,
delegation,chainofcommand,spanofcontrol,etc.)
Requiresskillsto:• Assessorganizationalneedsandpriorities
basedonthejail’svision/mission• Developandimplementatableof
organization• Determinetheknowledge,skills,andabilities
neededforthejail’sposts/positions• Identifyaccountabilityandperformance
measuresforemployees• Usethestrengthsofpeersandsubordinates
toenhancejailoperations• Implementlaws,courtdecisions,andlegal
mandates• Applyorganizationalconceptstojail
administration• Mentorpeersandsubordinatestofulfilltheir
organizationalresponsibilities• Developbenchmarkstoassesseffective
organizationalstrategiesRequiresabilitiesto:• Bevisionary• Providefeedbacktoencouragepositive
changesinthebehaviorsofpeersandsubordinates
• Analyzetheneedsofthejail• Understandpeople• Operationalizeplans• Maintainprofessionalism
• Interpretlawsandcourtcases• Translatetheoryintopractice
CoreCompetency12:LeveragetheroleofthejailinthecriminaljusticesystemDescription:Maintainoutcome-focusedinteractionwithothercomponentsofthejusticesystemtoidentifyandresolveproblemsandadvancethevision/missionofthejail.Rationale:Becausejailsaresoprofoundlyaffectedby operations of other agencies throughout thecriminal justice system, they cannot afford toengage in autonomous policy development ordecision-making. Yet all too often, local jailsoperateasanisland,tryingtoindependentlysolvesystem-createdproblems.Localjailleadersneedtotake the initiative to establish system-widecollaboration. This calls for understanding theinterdependent relationships betweencomponentsof the justice systemanddevelopingworking relationships thatminimize thenegativeimpactofotheragencies’actionswhilemaximizingcreativesynergyamongthem.Requiresknowledgeof:• Thelocal,state,andfederaljusticesystems,
communityattitudes,andpublicperceptions• Localjailstakeholders• Effectivepartnerships/collaborationsto
benefitthejail• Howthejailimpacts,andisimpactedby,
othercomponentsofthelocal,stateandfederaljusticesystems
Requiresskillsto:• Gatherrelevantinformation• Analyzeinterrelationshipsofpolicy,lawand
caselawdevelopments• Takethe“pulse”ofthecommunity• Analyzehowsystem-wideinteractions
reciprocallyaffectthejail• Educatepeersandsubordinatesintheirroles
todevelop,participateandnurturepartnerships
• Developandmaintainproductive,collegialworkingrelationshipsacrossdisciplinesandwithrelevantcommunityorganizations
• Createasupportivecommunitynetworktosupportjailandjusticesystemoperations
• Negotiateandbuildconsensuswithrelevantstakeholders
• Collectanduseevidence-baseddataandinformation
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Requiresabilitiesto:• Viewthejusticesystemandrelatedagencies
fromacomprehensive,community-wideperspective
• Workcollaboratively;beagoodpartner• Understandthelocal,stateandfederal
politicalenvironment• Beflexibleandcompromise• Remaintenaciousinpursingjusticeinitiatives• Thinkcriticallyandanalytically• Knowwhentoaskforhelp
CoreCompetency13:MakeSoundDecisionsDescription:Establishadecision-makingstylethatisfirm,fair,data-drivenandconsistent,alignedwiththeorganization’smission/vision/values;appreciatetheimpactofdecisionsonthoseinandoutsideoftheorganization.Rationale: Jail leaders are responsible for thedecisions theymake, aswell as for the decisionsmadebytheirsubordinates.Thisincludesmakingdecisionsinamannerthatensuresorganizationalaccountability,aswellasconsistencywithpolicies,procedures, andeffective leadershippractices. Itlikewise means making decisions within legalguidelines,inconcertwiththejail’svision/mission,and in accord with positive trends in jailmanagement.
Requiresknowledgeof:• Organizational vision/ mission, policy,
procedure,andaccountabilitymeasures;• Laws and legal guidelines, accreditation
standards, relevant state standards;administrativeregulations
• Decision-makingtheoriesandtechniquesRequiresskillsto:• Assure that decisions are transparent and
made within the parameters of the jail’spoliciesandprocedures
• Use decisions to reinforce accountability,provide positive examples, and complementthevision/mission
• Assure that decisions are made legally, in amannerthatreinforcesrelevantoperatingandadministrativestandards
• Recognize when to use various decision-making techniques (e.g., consultation,delegation,unilateral,etc.)
• Gather sufficient information to make aninformeddecision
• Proactivelyanticipatereactionstoandimpactofdecisions
• JustifypotentiallyunpopulardecisionsRequiresabilitiesto:• Thinklogically• Appreciatetheeffectofdecisionsonothers• Analyzecomplexmaterial• Select the appropriate decision-making
techniqueforthesituation• Appreciatetheeffectofdecisions• Beempathetic• Beagoodrolemodel
CoreCompetency14:ManagechangeDescription:Progressivelyimplementchangethroughstrategiesthatencompassrelevantstakeholders.Rationale:Becausechangeissodiscomforting,itisoften feared and resisted. Effectivelyimplementing change, therefore, includesawareness of how change impacts organizationalandhumandynamics,includingunderstandingthechangeprocessitself,aswellashowtoimplementchange in a manner designed to ensuresustainability.Requiresknowledgeof:• Indicatorsthatchangemaybeneeded• Whatstakeholderswillbeaffectedbythe
change• Techniquesforimplementingandevaluating
thechangeprocessRequiresskillsto:• Processinformationfromvarioussources• Assesscurrentoperations• Obtainvalidfeedback• Developandanalyzealternatives• Thinkanalytically• Anticipatereactions• Generatemomentumforthechange;selling
theidea• Buildsupport;get“buy-in”fromthosewho
willbemostaffected• Encouragepeopletorelinquisholdhabits• Selectthemostappropriatestrategyforthe
situation• Assurethatthechangeissustainedovertime• Analyzeeffectsandobjectivelyevaluating
outcomesRequiresabilitiesto:• Proactivelyanticipatetheneedforchange
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• Makeappropriateconclusionsfromawidearrayofinformation
• Analyzeinformation• Demonstrateempathy• Buildteams• Generateconsensus• Listen• Maintainenergeticpassion• Betenacious• Usefeedbacktomakemodifications• PersevereCoreCompetency15:ManageemployeeandlaborrelationsDescription:Workcollaborativelywithunions/employeeorganizationsandeffectivelymanagecollectivebargainingagreements.Rationale: Clear communication, well-definedregulations,andconsistentapplicationofrulesareintegral to good management in any workenvironment, and with collective bargainingagreements,theyareevenmoreessential.Evenifajaildoesnothaveaunionizedworkforce,managingemployee issues, grievances, and concerns is acritical competency of the leader. These effortsinclude understanding the collective bargainingprocess, related laws, and the implementation ofbargaining agreements in order to promoteeffective personnel management and positivelabor/managementrelationships.Requiresknowledgeof:• Lawsgoverninglaborrelations,
administrativeregulations,andthejail’scollectivebargainingagreements
• Collectivebargainingprocess,andstrategiestoaddressworkforceissues
• Issuesandconcernsofthejail’sworkforceandthecharacteristicsofahealthyworkplace
• Localpoliticalenvironmentrelativetothejail’sworkforce
Requiresskillsto:• Interpretandunderstandinglegaldocuments,
rulesgoverninghumanresourcemanagement• Analyzetheimpactofbargainingagreements,
and/orotherworkforceagreements• Negotiatingwithemployees,and/ortheir
representativesregardingemployees’issuesandconcerns
• Collaboratetoidentifycommon-ground• Buildsupportivecoalitionswiththe
workforce• Useeffectiveinterpersonalcommunications
toidentifyworkplaceissues• Engageineffectivestrategiestoavoid
confrontation• Mentorpeersandsubordinatesregarding
theirroleinmaintainingahealthyworkplace• UnderstandthelocalpoliticalenvironmentRequiresabilitiesto:• Assessthemotivesandcommunicationsof
others• Openandmaintainlinesofcommunication
duringstressfultimes• Understandlong-termimplicationsof
workforceissues,employeegrievances,needsofworkforce
• Befirm,fair,andconsistent• Remaindiplomatic• Demonstratepatience• Keepconnectedtothelocalpolitical
environmentCoreCompetency16:ManagepowerandinfluenceDescription:Understandtheorganization’shistoryandpoliticalclimate;usethepoliticalprocess(internal/externalandofficial/unofficial)toaccomplishgoals;understandtheimpactofyouruseofpowerontheorganizationandthecommunity.Rationale:Whileacertaindegreeofpoweraccompaniesthepositionofjailleader,theabilitytouseiteffectivelyandinaresponsiblemannerisapersonalattribute.Itisespeciallyimportantthatjailleadersunderstandboththelimitsandthewidespreadimpactoftheirpowerandinfluenceoninternaloperationsaswellasexternalstakeholders.
Requiresknowledgeof:• Thenatureofpowerandinfluence,andthe
legacyofhowmisuseofpowerhasaffectedanorganization
• Theagendasofthosewithexternalpowerandinfluence(e.g.,policy-makers,politicians,communityleaders,unions,andotherswhoimpactjailmanagementandoperations)
• HowIusepersonalpowerinthisjobRequiresskillsto:• Identifyyourformal/informalsourcesof
power• Recognizehowpowercanbeusedtosupport
thejail’svision/mission• Usepowerwithexternalstakeholdersandthe
community
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• Recognizewhatmistakesweremaderegardingtheuseofpowerinthepastandavoidrepeatingthem
• Understandwhytheuseofunilateralposition-basedpowerisoftenresentedandcounterproductive
• Network;keepabreastofthecurrentpoliticalclimate(withoutbecomingconsumedbyit)
• Useeffectiveinterpersonalcommunications,especiallynon-evaluativelistening
• Mentorpeersandsubordinatesintheiruseofpower
• Understandandinfluencevariousagendasofotherpowerbrokerswhoimpactthejail
Requiresabilitiesto:• Becomfortablewithusingpowerand
influence• Weighalternativesforusingpower• Learnfrompastmistakes• Avoidover-relianceonunilateralpower• Beperceptiveandaccessible• Listenandcommunicateinanon-
confrontationalmanner• Respectpowerwithoutbeingintimidatedby
it• BeconfidentandpersuasiveCoreCompetency17:ManagetimeDescription:Setanagendathatincludesrealisticdeadlines,definespriorities,andaddressescriticalissuespromptly.Rationale:Becausesomany issuesarecompetingfor the jail leader’s attention, it is essential toestablish priorities in order to avoid becomingconsumed by the job, and to allow the personaltimeneededtodecompress.Thisincludessettingand meeting deadlines, delegating whenappropriate,andavoidingthetemptationtotryto“doitall”atonce.Requiresknowledgeof:• Toolsandtechniquesforefficienttime
management• Internalandexternalpriorities• Theimportanceofabalancedlifestyleand
howtoachieveitRequiresskillsto:• Recognizingtimemanagementweaknesses
(e.g.,procrastinating)• Remainingfocusedandon-task• Delegatingappropriatelyandinspiringothers• Multi-tasking
• Employingtechnologytoenhanceefficiency• Understandingtheprioritiesofone’s
supervisoraswellasinfluentialstakeholders• Determiningatimetableforachieving
organizationalgoals• Establishingpriorities• Settingandmeetingdeadlines• Self-awareness;realizingwhenyou’re
stretchedtoothin• Developingpositive,healthycoping
techniques• Proactivelyreducingsourcesofstressinthe
workenvironment• AssuringtimeforyourselfandyourfamilyRequiresabilitiesto:• Behonestwithyourself• Avoiddistractions• Feelcomfortabledelegating• Prioritize• Maintaintimesensitivity• Analyze• Thinkstrategically• Balanceconflictingpriorities• Balanceone’spersonalandprofessionallife• Avoidburnout• Maketimeforyourself• Beawareofcreatingstressforothers• Serveasarolemodel
CoreCompetency18:ObtainandmanagehumanresourcesDescription:Obtainthehumanresourcesneededtoachieveorganizationalgoals,allocatingtheminamannerthatalignswiththeapprovedbudget,supportsthejail’svision,mission,andvalues;assessemployeestrengths/weaknesses;properlydelegateauthority.Rationale:Sinceamajorityoftheoperatingbudgetofmostjailsareexpendituresonstaffsalariesandbenefits,recruiting,retaining,anddevelopingcompetentpersonnelaresignificantpriorities.Doingsorequiresinsightsconcerninghumanresourceissues,bothnationallyandlocally.Moreover,assuringasufficientquantityandqualityofwell-trainedandhighlymotivatedstaffisfundamentaltosafeandsecurejailmanagement,administration,andoperations.Requiresknowledgeof:• Thejail’sstaffingneedsbasedonobjective
analysis,andrelationshiptotheapprovedbudget
• Local,regional,andstate
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employment/economicconditions• Laws,administrativeregulations,bargaining
agreements,andpoliciesrelatedtohumanresources(e.g.,ADA,FMLA,etc.)
• Processestoevaluateemployeeperformance,andretentionstrategiestoretainthejail’sworkforce
Requiresskillsto:• Effectivelycollaboratewiththehuman
resourcesfunctions(controlledbythejailornot)
• Understandstaffinganalysis,mandatedposts,relatedstaffingresponsibilities,andassociatedtrainingneeds
• Assesshumanresourcesprocesses(e.g.hiringprocess,lengthoftimeofhiringprocess,screening)andtheimpactonhiringandretention
• Determinetheimpactofemploymentmarketsonthejail’sabilitytorecruitandretainstaff
• Collectandanalyzethejail’semployeedata(e.g.gender,race,ethnicity,generation);developactionplansasnecessary
• Advocateforpositionsandstaffsalaries/benefits,asneeded,withthefundingauthority
• Aligntheorganization’sdecision-makingrelatedtohumanresourceswithrelevantregulationsandlaws
• Conveyexpectationsandassessemployeeperformanceusingvalidjobrequirements
• Alignstaffingwiththebudget,includinguseofovertime
• Holdemployeesaccountable,anduseremedialplansforinadequately-performingstaff
Requiresabilitiesto:• Objectivelyanalyzeandprioritizestaffing
needs• Maintainacommitmenttostafftraining,and
successionplanning• Seethe“bigpicture”intermsofthejail’s
positionasanemployerofchoiceinthecommunity
• Makefairselection,retention,disciplinary,andotherhumanresourcedecisionsonthebasisofapplicablelegalrulesandregulations
• Matchperformancemeasureswithjobrequirements
• Upholdethicalstandards(onandoffthejob
CoreCompetency19:OverseeinmateandfacilitymanagementDescription:Assurethatinmatesarereceivingpropercare,custody,andcontrolaccordingtoprofessionalandConstitutionalstandards,aswellasappropriatetreatmentprogramming.Rationale: This competency relates to the coremissionoflocaljails.Everythingelse—fromfiscalconsiderations to use of power, decision-making,team-building, liability concerns, accountabilitymeasures,etc.—essentiallysupportsthisendeavor.Assuch,itnotonlyembracesthelaws,courtcases,policies/procedures, research findings, andindustrystandardsguidingjailoperations,butalsothe good faith of jail leaders to move the fieldforward in progressive directions based onevidence-basedpractices.Requiresknowledgeof:• Relevantstateandfederal laws,courtorders,
case law, accreditation and health carestandards, fire codes, and other policies andproceduresgoverningfacilitymanagement
• How to translate legal/administrativeregulationsintooperationalpractices
• Evidence-basedpracticesforjails• Inmate treatment and community
reintegration needs, along with relevantresponsestrategies
Requiresskillsto:• Synthesizeinformationfromawidevarietyof
sources• Keep current with relevant legal and
administrativeregulations• Engage in timely review and revision of
policiesandprocedures• Establish accountability measures for
operationalfunctions• Assure that staff are educated regarding
legal/administrativerequirements• Mentorpeersandsubordinatesintheirroles• Establishevidence-basedtreatmentprograms
tomeetinmateneeds• Acquire resources and develop external
partnershipstomeetinmateneeds• Oversee successful inmate transition back to
thecommunity• Maintain relationships with community
stakeholdersandtreatmentprovidersRequiresabilitiesto:• Read,interpret,andanalyzelegaldocuments• Ensureorganizationalaccountability
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• Translate complex concepts into operationalprocedures
• Recognizethejail’sroleinreducingrecidivism• Research and implement effective treatment
programs• Demonstrateconcernaboutinmateneedsand
transitionalcapabilitiesCoreCompetency20:OverseephysicalplantmanagementDescription:Assurethatthephysicalplantisinproperconditiontoassurethesafetyofinmates,employees,andthepublic.Rationale:Astheoverallfacilityadministrator,itisthejailleader’sjobtoassurethatthephysicalplantisinproperoperatingcondition,todeterminewhenitisnecessarytoobtainassistanceforrepairsorpreventivemaintenance,toplanaheadforprojectedstructuralneeds,andtoensurethatthephysicalplantwillbeviablefortheanticipatedlifeofthebuilding.Requiresknowledgeof:• Structuralfeaturesofjailfacilities(e.g.,
schematics,utilitymaps,lifesafetysystems)• Emergency/evacuationplansinresponsetoa
fire,riot,ornaturaldisaster(e.g.,hurricane,tornado,earthquake,flood,etc.)
Requiresskillsto:• Interpreteblueprints,maintenanceplans,etc.• Conductingphysicalplantinspections• Establishingpreventivemaintenanceplans• Overseeingcapitalplanningwhennew
constructionisneeded• Assuringthatnecessaryrepairsaremadeina
timelymanner• Assessingfacilitycapabilitiesinrelationto
inmateneeds• Holdingstaffaccountable• Collaboratingwithsupportivepublicsafety
partners• Assessingtheadequacyofemergencyplans
andfacilitypreparedness• Writingpoliciesgoverningthejail’sresponse
toemergencyconditionsRequiresabilitiesto:• Evaluateintegrityandsustainabilityofthe
jail’sphysicalfeaturesandinfrastructure• Delegateasnecessarytomaintenancestaff• Gatherinformationfromstaffandinmates• Beproactive• Establishmutualaidpartnerships• Analyzeinformation
• Bedecisive• Establishanorganizationalculturewhere
safetyisthetoppriority
CoreCompetency21:Reducejail-relatedliabilitiesDescription:Overseeriskmanagementinitiativestoreduceagencyvulnerabilityandassurecompliancewithstate/nationalstandards,laws,andcaselaw.Rationale: Jails are guided by Constitutionalmandatesandcaselaw,andthus,canbeafocusforlitigationforliabilitylawsuitsandcivilrightsclaims.Litigation is costly and time consuming, but canbereduced with well-designed policies, training,accountability, and diligent operational oversight.This includes understanding current case law andindustry standards, training staff accordingly, andassuring that operations align with organizationalpoliciesandprocedures.Requiresknowledgeof:• Caselaw,relevantlegislation,courtorders,and
state/national standards,evidence-based jailpractices
• Strategiesforreduceriskandthetechniquestoproactivelylimitliability
Requiresskillsto:• Understand how legal/administrative
standardsapplytojailoperations• Assess whether jail policies and procedures
comply with mandates; (if not, takingcorrectiveaction)
• Produce clear, concise policies that reflectcurrent legal standards, especially in high-liabilityareas(e.g.,useofforce);trainstaff
• Know national litigative trends to determinewhatcanbeadoptedforthejail
• Identifyareasofthejail’slegalvulnerability(is)• Engage employees to identify how liability
couldbereduced• Develop a process for documenting and
following-uppersonnelactionsrelatedtoriskreduction
• Encourage staff and inmates to communicateopenlywithadministrators
• Assureavalid inmategrievanceprocess is inplace and that the data informs operationaldecisions
• Mentorpeersandsubordinatesintheirroleinriskassessmentandcorrections
• Respondappropriatelyandinatimelymannertoinmatecomplaints
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Requiresabilitiesto:• Analyzelegaldocuments• Assess if employee training improves
operations• Translate legal concepts into operational
practices• Conceptualizetheoptionstoreducerisk• Anticipatetheoutcomeofemergingtrends• Thinkcreatively• UseproactivepreparednesstoreduceliabilityCoreCompetency22:UnderstandandmanageemergingtechnologyDescription:Remainawareofemergingtechnologicalinnovationsandtheirpotentialorganizationalapplications.Rationale: As part of their responsibility tovisualizefutureorganizationalneeds,leadersneedtokeepabreastoftherapidlychangingarrayofjail-related technology and how it can be used toimproveoperations.Beinganinformedconsumerofexpensivetechnologyisimportanttoassurethatfundsarespentefficientlyandcost-effectively.Thisincludes identifying subject matter experts toevaluate, test,andassessnewtechnology,aswellas building a level of personal understanding ofrelevanthardware,software,andsecuritydevicestomakeknowledgeableprocurementdecisions.Requiresknowledgeof:• Basiccomputerskillsusedintheindustry
• Lawspertainingtodatasharingdatasystemscurrently in use by internal and externalpartners
• Jail-related technology (e.g., phone recording,videovisitation,equipmentforattorneys,doorcontrol systems, cameras, CED technology,telemedicine, inter-connectivity with otheragencies,etc.)
Requiresskillsto:• Developing basic computer expertise in
hardware,software,andnetworks• Interpretinglegalrestrictions• Collaborating with partners to implement
sharedintegrateddatasystems• Researchingthecapabilitiesoftechnology• Understanding strengths and weaknesses of
productsbeforepurchase• Developingstrong,positiverelationshipswith
ITstaffRequiresabilitiesto:• Analyzeandevaluate• Adapt• Establishpartnerships• Overcomeimpedimentstodata-sharing• Pursueunfamiliarterritory• Visualizewhatyouwanttoachieve• Makesystematiccomparisons• Distillcomplexinformation• Trust others with greater subject matter
expertise• Maintain the capacity for continued personal
growth
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AppendixB
MyOwnAssessment-Readtheskills,knowledgeandabilitiesassociatedwitheachofthetwenty-twocorecompetencies.Byplacingacheckmarkintheappropriatecolumn,rateyourcompetenceona1-5scale;1-noexperience,5-anexpert.Attheendofeachsection
-countthecheckmarksandplacethatnumberintheappropriate"total"column.TransferthisinformationtotheSUMMARY.Behonestwithyourself,ortheratingswon'tmeanmuchinyourleadershipjourney.NEXTDEVELOPYOURLEADERSHIPSTRATEGIES
BASEDONYOURRESULTS.SEEKTRAINING,COLLEGECOURSEWORK,MENTORS,ATTENDCONFERENCES,ASKFORHELP.
What'snext?Usetheinformationtoplotyourownleadershipdevelopmentpath.Reviewthearticlesdescribingthecorecompetencyfor
moreinformationandresources.
Definitions:
• Knowledge(“know”):Abodyofinformationneededtoperformone’sjob–e.g.,administrativepractices,accountingprinciples,correctionallaw.
• Skill(“do”):Afunctionacquiredovertime,withpractice,untilexpertiseisdeveloped.Ofteninvolvestheapplicationofknowledge;e.g.,report-writing,hostagenegotiation,motorvehicleoperation.
• Ability(“innate”):Inherenttalentoraptitude–aperson’s“genetictools”;e.g.,IQ,empathy,patience.
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MyRatingsforCoreCompetencies
# CompetencyNo
experience
Alittle
experienceorexposure
Intermediate-average
knowledgeandapplication
Good
experience/practicalapplication
Extensive
Experience/Expert
1 Anticipate,analyzeandresolveorganizationalchallengesandconflicts.
2 Assureorganizationalaccountability.
3 Buildandmaintainpositiverelationshipswithexternalstakeholders.
4 Buildandmaintainteamwork;mentorandcoachothers.
5 Communicateeffectively,internallyandexternally.
6 Comprehend,obtainandmanagefiscalresources.
7 Developandmaintainapositiveorganizationalculturethatpromotesrespectfordiversestaff.
8 Developandsustainorganizationalvision/mission.
9 Engageinstrategicplanning.
10 Enhanceself-awareness;maintainproactiveprofessionalcommitment.
11 Establishorganizationalauthority,roles,andresponsibilities.
12 Leveragetheroleofthejailinthecriminaljusticesystem.
13 Makesounddecisions. 14 Managechange. 15 Managelaborrelations. 16 Managepowerandinfluence. 17 Managetime.
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# CompetencyNo
experience
Alittle
experienceorexposure
Intermediate-average
knowledgeandapplication
Good
experience/practicalapplication
Extensive
Experience/Expert 18 Obtainandmanagehumanresources. 19 Overseeinmateandfacilitymanagement. 20 Overseephysicalplantmanagement. 21 Reducejail-relatedliabilityrisks.
22 Understandandmanageemergingtechnology. Totals
Thereare20elementsofeachcorecompetencyrating.Examinethoseforwhichyouscoredyourselflowerthan
others.
Developyourownself-improvementplan.
Usetheinformationinthearticlesabouteachcorecompetencynotedonpage5.
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1CriticalThinking:anticipate,analyzeandresolveorganizationalchallengesandconflicts.
Noexperience
Alittleexperienceorexposure
Intermediate-averageknowledgeandapplication
Goodexperience/practical
application
ExtensiveExperience/Expert
Knowledge: Elementsofcriticalthinking Myjail'smission,visionandvalues
Existingandpotentialorganizationalconflicts Myjail'sinternalculture. Skills: Accuratelyidentifyingthejail'semergingorganizationalconflicts Gatherinformationtoanalyzetheconflicts Anticipatepotentialchallengesandconflicts Effectivelyovercomingchallengesandresolvingconflicts Understandandmanagetheagency'sinternalculture Mentoringsubordinatestoengageincriticalthinningandorganizationalself-analysis Abilities: Thinkcriticallytoidentifychallengesandconflicts Maintaintheconfidenceofemployees Installapositiveattitudewithintheorganization Havethecouragetoleadchange Beguidedbymyethicalmoralcompass Thinklogicallyandcreatively Beproactive Involveinternalstakeholdersinproblem-solving Bepatientandpersistent Avoidprocrastinationinaddressingcontroversialissues. Totalnumberofcheckmarksineachcolumn.Transferthenumberto
thesummarypagetoaddtoyourprofile.
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2 Assureorganizationalaccountability Noexperience
Alittleexperienceorexposure
Intermediate-averageknowledgeandapplication
Goodexperience/practical
application
ExtensiveExperience/Expert
Knowledge: Myorganization'smission,vision,andvalues Relevantdataandinformation(e.g.jailoperations,budget,staffing,inmatepopulation,etc.)toassesstheorganization'sperformance Evaluationandaccountabilitystrategiesandtechniques Evidence-basedpracticesforjailmanagement Keyindicatorsyourstakeholdersneedtoknowtoformanaccurateassessmentofthejail Skills: Understandwhatandhowmybosseswillholdmeaccountable
Educateandachievebuy-infromemployeesfororganizationalaccountability Determinehowtomeasureperformanceagainsttheorganization'smission/visionandvalues Establishastrategythatwillyieldneededandaccurateinformation Identifyandoverseeand/orcollectrelevantdataandinformation
Analyzeanddisseminaterelevantinformationanddata Articulateoutcomemeasurestoexternalstakeholdersandfunders Encourageandmentorsubordinatestoengageincriticalself-analysis Useevidence-basedoutcomestoguidedecision-makingandresourceallocation Abilities: Identifyoutcomemeasures Understandandanalyzedata Consistentlyapplydata Rolemodeluseofdatatoinformdecisions Holdsubordinatesaccountableinspiringthemtoimprove Prioritizeactivitiesbasedondata Totalnumberofcheckmarksineachcolumn.Transferthenumberto
thesummarypagetoaddtoyourprofile.
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3 Buildandmaintainpositiverelationshipswithexternalstakeholders
NoexperienceAlittle
experienceorexposure
Intermediate-average
knowledgeandapplication
Goodexperience/practical
application
ExtensiveExperience/Expert
Knowledge: Stakeholdersandtheirorganizationalmissions Howexternalpartnershipscanassistthejailwithaccomplishingmission/vision Thelocalpoliticalenvironment(issues,people,processes). Advocacytechniques Skills: Identifyandnurturerelevantexternalstakeholders Overcomeexistingconflicts,andavoidpotentialconflictswithexternalstakeholders Understandlocalpoliticalandstakeholders'relationships Listentotheviewpointsandconcernsofpartners/stakeholders Identifyindicatorsofasuccessfulpartnership Collaboratewiththecommunity Repairunproductiveorineffectivepartnerships;orterminateifnecessary Inspiresubordinatestoworkwithpartners/stakeholders Advocateforthejail'sneeds/mission. Abilities: Appreciatestakeholders'missions. Seethe"bigpicture"beyondthejail'sneeds Demonstratepoliticalawareness Beacollaborativepartnerwithothers Analyzeneedsforpartnerships Developtrustwithcommunityandstakeholders Bepersuasiveinpublicsettings Totalnumberofcheckmarksineachcolumn.Transferthenumberto
thesummarypagetoaddtoyourprofile.
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4 Buildandmaintainteamwork;mentorandcoachothers
Noexperience
Alittleexperienceorexposure
Intermediate-average
knowledgeand
application
Goodexperience/practical
application
ExtensiveExperience/Expert
Knowledge: Team-buildingprocessesandstrategies Qualitiesofaneffectiveteam Workforcecharacteristics(e.g.gender,age,race,specialskills,etc.) Thevaluesofdiversity Thestressassociatedwithgrowthandchange Skills: Analyzeteammembers'strengthsandweaknesses Rolemodelandmentorsubordinates Inspireandmotivatesubordinates Correctsubordinates'behaviorswhicharenotconsistentwithagencymission/vision Understandneedsofadiverseworkforce Learnfromyourmistakes Useadversityadvantageouslytocontinuepersonalgrowth Establishprogramsandprocessestoimproveteamworkandteam'sknowledge,skillsandabilities Abilities: Beapproachable Helpotherssucceed Communicateeffectively Bearolemodel Knowyourownstrengthsandweaknesses Analyzepeopleandsituations Beflexible.
Totalnumberofcheckmarksineachcolumn.Transferthenumbertothesummarypagetoaddtoyourprofile.
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5 Communicateeffectively,internallyandexternally
NoexperienceAlittle
experienceorexposure
Intermediate-average
knowledgeandapplication
Goodexperience/practical
application
ExtensiveExperience/Expert
Knowledge:
Whatformofcommunicationismostappropriatefordifferentcircumstances Howcommunicationcanimprovedecision-makingandorganizationalculture Thepowerofcommunication;ortheabsenceofcommunication
Themechanicsofprofessionaloralandwrittencommunication Skills: Analyzesituationsaccurately
Knowyouraudience Establisheffectivetwo-waycommunications Possessanddemonstrateeffectiveinterpersonalcommunications(verbalandnon-verbal). Useprofessionallanguageandetiquetteinemails,testmessages,memoranda,andonthetelephone Writeinaclearandconcisemanner Critiquereports,policies,etc.tohelpassuresubordinatescommunicateeffectively Rolemodeleffectivewriteandoralcommunication,andbodylanguage. Simulatetwo-waydialogue Abilities: Professionalscommunicateinwritingandorally Leadbyexample Beflexibleinpersonalcommunicationstyle Encourageanduseconstructivefeedbackwithsubordinates
Analyzetheimpactandeffectivenessofmypersonalcommunication Listenwithoutinterrupting Demonstrateimpartialityinpersonalcommunications. Totalnumberofcheckmarksineachcolumn.Transferthenumberto
thesummarypagetoaddtoyourprofile.
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6 Comprehend,obtainandmanagefiscalresources
NoexperienceAlittle
experienceorexposure
Intermediate-average
knowledgeandapplication
Goodexperience/practical
application
ExtensiveExperience/Expert
Knowledge: Revenuesourcesandhowtoinfluence
Thebudgetprocesses,requirements,andrelatedfiscalprocedures Standardgovernmentaccountingpractices Cost/benefitanalysis Skills: Collaborateeffectivelywithothers Assureeffectivecontractmanagement Obtainnon-traditionalfunding(e.g.grants)tosupportjailoperations Interprettheadministrativeregulationsgoverningfiscalrequirements Developandjustifytheorganization'sbudget Monitorandamendtheorganization'sbudget Usefiscaltools(e.g.spreadsheets,accountingtools,interpretfiscalstatements/audits) Identifyfactorsthatwillimpactfuturebudgets Distinguishbetween"needs"and"wants" Abilities: Holdsubordinatesaccountableforfundsbudgetedtothejail Interactwithandinfluencefunders Appreciate/understandlocalbudgetandfiscalissuesandtheimpactonthejail'sbudget Analyzebudgetneeds Becreativeinuseoflimitedresources Bepersuasiveinadvocatingforthejail'sfiscalneeds. Interpretandanalyzebudgetandfiscaldata. Totalnumberofcheckmarksineachcolumn.Transferthenumberto
thesummarypagetoaddtoyourprofile.
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7Developandmaintainapositiveorganizationalculturethatpromotesrespectfordiversestaff
NoexperienceAlittle
experienceorexposure
Intermediate-average
knowledgeandapplication
Goodexperience/practical
application
ExtensiveExperience/Expert
Knowledge: Theelementsthatcompriseanorganization'sinternalculture Thejail'scurrentinternalorganizationalculture Howtochangeorganizationalculture Skills: Assessthejail'scurrentorganizationalculture(s) Mentorsubordinatesandpeersregardingelementsofinternalculture Helpsubordinatesunderstandtheirrolesandcontributionstointernalculture Determinetheelementsofinternalculturethatareinconflictwiththejail'smission,visionandvalues Recognizetheattributesthatcontributetothejail'spositiveculture
Identifygapsbetweenthedesiredcultureexistinginternalculture(s) Understanddiverseinterestsandmotivationsofstaff Encouragestafftosetasidedifferenceandunitinpursuitofcommongoals
Identifybenchmarkstoassessimpactofcultureimprovementinitiatives Promoteteamwork Reinforce,operationalizeandalignculturetomission,visionandvalues Abilities: Accuratelyanalyzeinternalculture Maintainobjectivityinassessingculture Maintaintenacityinaddressinghowchangestoculture,ifneeded,arepursued Berespectfulofthewithyouofothers,eveniftheydisagreewithyou
Demonstratecourageinfacinginternalculturechallenges Bearolemodel Totalnumberofcheckmarksineachcolumn.Transferthenumberto
thesummarypagetoaddtoyourprofile.
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8 Developandsustainorganizationalvision/mission
NoexperienceAlittle
experienceorexposure
Intermediate-average
knowledgeandapplication
Goodexperience/practical
application
ExtensiveExperience/Expert
Knowledge: Techniques/strategiestodevelop,maintain,andupdatevision/missionstatements Howtooperationalizeavision/missionstatement Involvingexternalstakeholdersindeveloping/updatingthejail'smission/vision Skills: Collaboratewithinternalandexternalstakeholders Involveemployeesandstakeholderstoupdatemission/vision Buildinternalconsensusregardingtheissuesfacedbythejail Identifyemergingthreatsandopportunitiestothejail'smission/vision Developactionplanstoachievemission/vision Followthroughwithsubordinates,stakeholders Identifyappropriatebenchmarkstomeasuresuccess Updatemission/visionasnecessary Mentorpeersandsubordinatesregardingtheirroleinoperationalizingmission/vision. Reinforcethevisionthroughyourwordsandactions Abilities: Beavisionary,courageousleader Seedifferentpointsofview Maintainapassionforthevision Seethe"bigpicture" Bepatientandpersistent Seekconstructivefeedback Beflexible Totalnumberofcheckmarksineachcolumn.Transferthenumberto
thesummarypagetoaddtoyourprofile.
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9 Engageinstrategicplanning NoexperienceAlittle
experienceorexposure
Intermediate-average
knowledgeandapplication
Goodexperience/practical
application
ExtensiveExperience/Expert
Knowledge: National,state,andlocaltrendsthatmayimpactthejailandthelocaljusticesystem
Theresourceswhichprovidedata,information,trends,andideasforthejailandthejusticesystem Therelationshipbetweenthelong-rangetrendsandthejail'sbudget Thestrategicplanningprocess Skills: Leadeffortsinlong-rangeplanning Forecastfuturetrends Synthesizenumerousanddiversesourcesofinformationtobenefitshortandlongrangeplanning Useinformationanddatafromotherjailsandoutsidedisciplinesandapplytojailoperations Mentorpeersandsubordinatesregardingtheirrolesinstrategicplanning
Collaboratewithexternalstakeholders Gainconsensus,internallyandexternally,forthejail'sstrategicplan Makenecessaryadjustmenttotheplanbasedonfeedbackandchangesintheenvironment Abilities: Seethe"bigpicture"ofdata,trends,initiatives,policiesbeyondthejail Analyzeemergingtrendsinthepublicandprivatesector Readvoraciously;encouragesubordinatestodothesame Analyze,translate,andapplycomplexinformationtothejail'sfuture Visualizethejail'sfuture Assureoperationsalignwiththestrategicplan Recognizetheplan'spotentialimpactonstakeholdersandseekpartnerships
Thinkcriticallyaboutthejailandthelocaljusticesystem. Totalnumberofcheckmarksineachcolumn.Transferthenumberto
thesummarypagetoaddtoyourprofile.
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10 Enhanceself-awareness;maintainproactiveprofessionalcommitment
NoexperienceAlittle
experienceorexposure
Intermediate-average
knowledgeandapplication
Goodexperience/practical
application
ExtensiveExperience/Expert
Knowledge: Theoriesofhumanbehavior;organizationaldynamics One'sownstrengthsandweaknesses Howtoengageinpersonalprofessionaldevelopment Skills: Obtainanduseobjectivefeedbackaboutmyleadershipfrompeersandsubordinates Engageinintrospectionandself-insight;knowingthyself Beabletoseeyourselfandyouractionsfromtheperspectiveofothers Buildonpersonalstrengthsandaddressweaknesses Assesspersonalbiases Maintainpersonalintegrity Activityengageinself-improvement Keepcurrentwithchangesinthefield Networkwithpeers,stakeholderandthecommunity Abilities: Beinsightfulabouttheimpactofpersonalstrengthsandweaknesses
Analyzepersonalbehaviors Personallychange;committogrow Avoidbeingdefensive Participateinactivitiesthatenhanceself-awareness Havethecouragetoadmitbeingwrong;errors Adheretovalues Maintainhumility
Totalnumberofcheckmarksineachcolumn.Transferthenumbertothesummarypagetoaddtoyourprofile.
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11 Establishorganizationalauthority,roles,andresponsibilities
NoexperienceAlittle
experienceorexposure
Intermediate-average
knowledgeandapplication
Goodexperience/practical
application
ExtensiveExperience/Expert
Knowledge: Characteristicsofaneffectivelyfunctioningorganization Local,state,andfederallawsandcourtdecisions Organizationalconcepts(e.g.authority,delegation,chainofcommand,spanofcontrol,etc.) Skills: Assessorganizationalneedsandprioritiesbasedonthejail'svision/mission Developandimplementatableoforganization Determinetheskills,knowledgeandabilitiesneededforthejail'sposts/positions Identifyaccountabilitymeasures Usethestrengthsofpeersandsubordinatestoenhancejailoperations Implementlaws,courtdecisions,andlegalmandates Applyorganizationalconceptstojailadministration Mentorpeersandsubordinatestofulfilltheirorganizationalresponsibilities Establishajailthatfunctionsefficientlyandeffectively Developbenchmarkstoassesseffectiveorganizationalstrategies Abilities: Providefeedbacktoencouragepositivechangesinthebehaviorsofpeersandsubordinates Analyzetheneedsofthejail Understandpeople Operationalizeplans Maintainprofessionalism Interpretlawsandcourtcases Translatetheoryintopractice Totalnumberofcheckmarksineachcolumn.Transferthenumberto
thesummarypagetoaddtoyourprofile.
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12 Leveragetheroleofthejailinthecriminaljusticesystem
NoexperienceAlittle
experienceorexposure
Intermediate-average
knowledgeandapplication
Goodexperience/practical
application
ExtensiveExperience/Expert
Knowledge: Thelocal,state,andfederaljusticesystems,communityattitudes,andpublicperceptions Localjailstandards Effectivepartnerships/collaborationstobenefitthejail Howthejailimpacts,andisimpactedby,othercomponentsofthelocal,stateandfederaljusticesystems Skills: Gatherrelevantinformation Analyzeinterrelationshipsofpolicy,lawandcaselawdevelopments Takethe"pulse"ofthecommunity Analyzehowsystem-wideinteractionsreciprocallyaffectthejail Educatepeersandsubordinatesintheirrolestodevelop,participateandnurturepartnerships Developandmaintainproductive,collegialworkingrelationshipsacrossdisciplinesandwithrelevantcommunityorganizations Createasupportivecommunitynetworktopromotejailandjusticesystemoperations Negotiateandbuildconsensuswithrelevantstakeholders Collectanduseevidence-baseddataandinformation Abilities: Viewthejusticesystemandrelatedagenciesfromacomprehensive,community-wideperspective Workcollaboratively;beagoodpartner Understandthelocal,state,andfederalpoliticalenvironment Beflexibleandcompromise Remaintenaciousinpursuingjusticeinitiatives Thinkcriticallyandanalytically Knowwhentoaskforhelp Totalnumberofcheckmarksineachcolumn.Transferthenumberto
thesummarypagetoaddtoyourprofile.
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13 Makesounddecisions NoexperienceAlittle
experienceorexposure
Intermediate-average
knowledgeandapplication
Goodexperience/practical
application
ExtensiveExperience/Expert
Knowledge: Organization'svision/mission,policies,proceduresandaccountability/performancemeasures Lawsandlegalguidelines,professionalstandards,caselaw,administrativeregulations Criticaljailpriorities Theoriesandtechniquesguidingdecision-making Skills: Assuredecisionsaretransparent Aligndecisionswiththeparametersofthejail'spoliciesandprocedures Usedecisionstoreinforceaccountabilityprovidepositiveexamples,andcomplementthevision/mission Assurethatdecisionsaremadelegally,inamannerthatreinforcerelevantoperationalandadministrativestandards Recognizewhentousevariousdecision-makingtechniques(e.g.consultation,delegation,unilateral,etc.) Gathersufficientinformationtomakeaninformeddecision Mentorpeersandsubordinatesintheirrolesindecisionmaking Beproactivetoanticipatereactionsto,andimpactofdecisions Justiceandcommunitypotentiallyunpopulardecisions Abilities: Appreciatetheeffectofdecisionsonothers,internallyandexternallytotheorganization Thinklogically Analyzecomplexmaterial Selecttheappropriatedecision-makingtechniqueforthesituation Holdselfaccountablefordecisions,goodorbad Notpostponeactiononpotentiallyunpopulardecisions Bearolemodelinmanagingfall-outofdecisions Totalnumberofcheckmarksineachcolumn.Transferthenumberto
thesummarypagetoaddtoyourprofile.
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14 ManageChange NoexperienceAlittle
experienceorexposure
Intermediate-average
knowledgeandapplication
Goodexperience/practical
application
ExtensiveExperience/Expert
Knowledge: Indicatorsthatchangemaybeneeded Whatinternalstakeholdersneedtobeinvolvedinchangeinitiative(s) Techniquesforplanningfor,implementingandevaluatingthechangeprocess
Skills: Processinformationfromvarioussourcestoinformtheneedforchange Assesscurrentoperations Mentorpeersandsubordinatesastotheirroleinthechangeprocess Selectthemostappropriatestrategyforthesituation Involveemployeesandstakeholdersinanalysis,optionidentification,andstrategydevelopmentforchange
Developandanalyzealternativesandoptions Involvecommunitystakeholdersandfundingauthorityinthechangeprocess Generatemomentumforthechange;get"buy-in"andpromotethechangeinitiative(s) Assurethatthechangeinitiativesareincorporatedintointernalculture. Abilities: Proactivelyanticipatetheneedforchange Communicatethechangevision Demonstrateempathyduringthechangeprocess Buildteamsthatrecognizechangeispartofahealthyorganization
Generateconsensus Listen Betenaciousandperseverewithchangeinitiatives Usefeedbacktomakemodifications Totalnumberofcheckmarksineachcolumn.Transferthenumberto
thesummarypagetoaddtoyourprofile.
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15 Manageemployeeandlaborrelations NoexperienceAlittle
experienceorexposure
Intermediate-average
knowledgeandapplication
Goodexperience/practical
application
ExtensiveExperience/Expert
Knowledge: Lawsgoverninglaborrelations,administrativeregulations,andthejail'scollectivebargainingagreements Collectivebargainingprocess,andstrategiestoaddressworkforceconcerns Characteristics/indicatorsofahealthyworkplace Localpoliticalenvironment Skills: Interpretandunderstandlegaldocument,rulesgoverninghumanresourcemanagement Analyzetheimpactofbargainingagreements,and/orotherworkforceagreements Negotiatingwithemployees,and/ortheirrepresentativesregardingemployees'issuesandconcerns Collaboratetoidentifycommon-ground Buildsupportivecoalitionswiththeworkforce Useeffectiveinterpersonalcommunicationstoidentifyandsolveworkforceissues
Engageineffectivestrategiestoavoidconfrontation Mentorpeersandsubordinatesregardingtheirroleinmaintainingahealthyworkplace Understandthelocalpoliticalenvironment Abilities: Assessthemotivesandcommunicationofothers Openandmaintainlinesofcommunicationduringstressfultimes Understandlong-termimplicationsofworkforceissues,employeegrievances,needsofworkforce Befirm,fairandconsistent Remaindiplomatic Demonstratepatience Keepconnectedtothelocalpoliticalenvironment Totalnumberofcheckmarksineachcolumn.Transferthenumberto
thesummarypagetoaddtoyourprofile.
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16 ManagePowerandInfluence NoexperienceAlittle
experienceorexposure
Intermediate-average
knowledgeandapplication
Goodexperience/practical
application
ExtensiveExperience/Expert
Knowledge: Thenatureofpowerandinfluence,andthelegacyofhowmisuseofpowerhasaffectedtheorganization Theagendasofthosewithexternalpowerandinfluence(e.g.policy-makers,politicians,communityleaders,unions,andotherswhoimpactjailmanagementandoperations) HowIusepersonalpowerinthisjob Skills: Identifyyourformal/informalsourcesofpower Recognizehowpowercanbeusedtosupportthejail'svision/mission Usepowerwithexternalstakeholdersandthecommunity Recognizewhatmistakesweremaderegardingtheuseofpowerinthepastandavoidrepeatingthem Understandwhytheuseofunilateralposition-basedpowerisoftenresentedandcounterproductive Network:keepabreastofthecurrentpoliticalclimate(withoutbeingconsumedbyit) Useeffectiveinterpersonalcommunications,especiallynon-evaluativelistening Mentorpeersandsubordinatesintheiruseofpower Understandandinfluencevariousagendasofotherpowerbrokerswhoimpactthejail. Abilities: Becomfortablewithusingpowerandinfluence Weighalternativesforusingpower Learnfrompastmistakes Avoidover-relianceonunilateralpower Beperceptiveandaccessible Listenandcommunicateinanon-confrontationalmanner Respectpowerwithoutbeingintimidatedbyit Beconfidentandpersuasive Totalnumberofcheckmarksineachcolumn.Transferthenumberto
thesummarypagetoaddtoyourprofile.
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17 Managetime NoexperienceAlittle
experienceorexposure
Intermediate-average
knowledgeandapplication
Goodexperience/practical
application
ExtensiveExperience/Expert
Knowledge: Toolsandtechniquesfortimemanagement Internalandexternalprioritiesofthejail Mypersonalrelationshipwithtime(late,early,lastminutedecisions,meetingschedulesandagenda) Theimportanceofabalancedlifestyleandhowtoachieveit Skills: Acknowledgemytimemanagementweaknesses Delegateappropriately,andholdothersaccountable Engageinmulti-tasking Employtechnologytoenhanceefficiency Understandtheprioritiesofone'sboss Determineatimetableforachievingorganizationalgoals,establishpriorities,setandmeetdeadlines Developpositive,healthcopingtechniques Proactivelyreducesourcesofstressintheworkplace UnderstandhowItransfermystresstopeersandsubordinates Assuretimeforyourselfandyourfamily Abilities: Becomfortabledelegating Prioritizeworkforyourselfandsubordinates Maintaintimesensitivity Balanceone'spersonalandprofessionallife;avoidburnout;maketimeforyourself Beawareofcreatingstressforothers Serveasarolemodel Totalnumberofcheckmarksineachcolumn.Transferthenumberto
thesummarypagetoaddtoyourprofile.
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18 Obtainandmanagehumanresources NoexperienceAlittle
experienceorexposure
Intermediate-average
knowledgeandapplication
Goodexperience/practical
application
ExtensiveExperience/Expert
Knowledge: Thejail'sstaffingneedsbasedonobjectiveanalysis,andrelationshiptotheapprovedbudget Local,regional,stateemployment/economicconditions Laws,administrativeregulations,bargainingagreements,andpoliciesrelatedtohumanresources(e.g.ADA,FMLA,etc.) Processtoevaluateemployeeperformance,andretentionstrategies. Skills: Effectivelycollaboratewiththehumanresourcesfunctions Understandstaffinganalysismandatedposts,relatedstaffingresponsibilities,andassociatedtrainingneeds Assesshumanresourceprocesses(e.g.hiringprocess,lengthoftimeofhiringprocess,screening)andtheimpactonhiringandretention Determinetheimpactofemploymentmarketsonthejail'sabilitytorecruitandretainstaff Collectandanalyzethejail'semployeedata Advocateforpositions,staffsalariesbenefits,asneeded,withthefundingauthority Aligntheorganization'sdecision-makingrelatedtohumanresourceswithrelevantregulationsandlaws Conveyexpectationsandassessemployeeperformanceusingvalidjobrequirements Alignstaffingwiththebudget,includinguseofovertime Holdemployeesaccountable,anduseremedialplansforinadequatelyperformingstaff Abilities: Objectivelyanalyzeandprioritiesstaffingneeds Maintainacommitmenttostafftraining,andsuccessionplanning Seethe"bigpicture"intermsofthejail'spositionasanemployerofchoiceinthecommunity Makefairselection,retention,disciplinary,andotherhumanresourcedecisionsonthebasisofapplicablelegalrulesandregulations Matchperformancemeasureswithjobrequirements Upholdethicalstandards(onandoffthejob) Totalnumberofcheckmarksineachcolumn.Transferthenumberto
thesummarypagetoaddtoyourprofile.
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19 Overseeinmateandfacilitymanagement
NoexperienceAlittle
experienceorexposure
Intermediate-average
knowledgeandapplication
Goodexperience/practical
application
ExtensiveExperience/Expert
Knowledge: Relevantstateandfederallaws,courtorders,caselaw,accreditationandhealthcarestandards,firecodes,andotherpoliciesandproceduresgoverningfacilitymanagement Howtotranslatelegal/administrativeregulationsintooperationalpractice Evidence-basedpracticesforjails Inmatetreatmentandcommunityreintegrationneeds,alongwithrelevantresponsestrategies Skills: Synthesizeinformationfromawidevarietyofsources Keepcurrentwithrelevantlegalandadministrativeregulations Engageintimelyreviewandrevisionofpoliciesandprocedures Establishaccountabilitymeasuresforoperationalfunctions Assurethatstaffareeducatedregardinglegal/administrativerequirements Mentorpeersandsubordinatesintheirrolesindecisionmaking Establishevidence-basedtreatmentprogramstomeetinmateneeds Acquireresourcesanddevelopexternalpartnershipstomeetinmateneeds Overseesuccessfulinmatetransitionbacktothecommunity Maintainrelationshipswithcommunitystakeholdersandtreatmentproviders Abilities: Read,interpret,andanalyzelegaldocuments Ensureorganizationalaccountability Translatecomplexconceptsintooperationalprocedures Recognizethejail'sroleinreducingrecidivism Researchandimplementeffectivetreatmentprograms Demonstrateconcernaboutinmateneedsandtransitionalcapabilities. Totalnumberofcheckmarksineachcolumn.Transferthenumberto
thesummarypagetoaddtoyourprofile.
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20 Overseephysicalplantmanagement NoexperienceAlittle
experienceorexposure
Intermediate-average
knowledgeandapplication
Goodexperience/practical
application
ExtensiveExperience/Expert
Knowledge: Structuralfeaturesofthejailfacility(ies)(e.g.schematics,utilitymaps,lifesafetysystems) Capitalbudgetingprocesses Emergency/evacuationplanstorespondtojailemergencies(e.g.hurricane,tornado,earthquake,flood,etc.) Skills: Interpretblueprints,maintainedplans,etc. Conductoroverseeaphysicalplantassessment,andrelatedbudgetrequests Establishpreventivemaintenanceplans Overseecapitalplanningwhennewconstructionand/orrenovationsareanticipated Assurethatnecessaryfacilityrepairsareidentifiedandcorrectedinatimelymanner Assessfacilitycapabilitiesinrelationtotheinmatepopulationandclassification Holdstaffaccountableforfacility'scondition Collaboratewithlocalgovernmentpartnerstoidentifyandusepotentialsharedresources Conductcriticalincidentreviews;prepareactionplansifnecessarytocorrectidentifieddeficiencies Engageemergencymanagersandpartnersatthelocal,stateandfederallevel Assureemergencyplansandfacilitypreparednessarecurrentandtrained Abilities: Evaluateintegrityandsustainabilityofthejail'sphysicalfeaturesandinfrastructure Gatherinformationfromstaffandinmatesaboutfacilityconditions Beproactiveto,ifpossible,preventemergencyrepairs Establishmutualaidpartnerships Analyzeinformationthatposethreatstojailsafetyandsecurity Establishanorganizationalculturewheresafetyisthetoppriority Totalnumberofcheckmarksineachcolumn.Transferthenumberto
thesummarypagetoaddtoyourprofile.
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21 Reducejail-relatedliabilities NoexperienceAlittle
experienceorexposure
Intermediate-average
knowledgeandapplication
Goodexperience/practical
application
ExtensiveExperience/Expert
Knowledge: Caselaw,relevantlegislation,courtorders,andstate/nationalstandards,evidence-basedjailpractices Strategiestoreduceriskandthetechniquestoproactivelylimitliability. Skills: Understandhowlegal/administrativestandardsapplytojailoperations Assesswhetherjailpoliciesandprocedurescomplywithmandates Produceclear,concisepoliciesthatreflectcurrentlegalstandards,especiallyinhigh-liabilityareas Knownationallitigativetrendstodeterminewhatcanbeadoptedforthejail Identifyareasofthejail'slegalvulnerabilities Engageemployeestoidentifyhowliabilitycouldbereduced Developaprocessfordocumentingandfollow-uppersonnelactionsrelatedtoriskreduction Encouragestaffandinmatestocommunicateopenlywithadministrators Assureavalidinmategrievanceprocessininplaceandthatthedatainformsoperationaldecisions Mentorpeersandsubordinatesintheirroleinriskassessmentandcorrection Respondappropriateandinatimelymannertoinmatecomplaints Abilities: Analyzelegaldocuments Assessifemployeetrainingimprovesoperations Translatelegalconceptsintooperationalpractice Conceptualizetheoptionstoreducerisk Anticipatetheoutcomeofemergingtrends Thinkcreatively Useproactivepreparednesstoreduceliability Totalnumberofcheckmarksineachcolumn.Transferthenumberto
thesummarypagetoaddtoyourprofile.
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22 Understandandmanageemergingtechnology
NoexperienceAlittle
experienceorexposure
Intermediate-average
knowledgeandapplication
Goodexperience/practical
application
ExtensiveExperience/Expert
Knowledge: Basiccomputer-relatedskills Lawpertainingtodatasharingcurrentlyinusebyinternalandexternalpartners Technologyoptionsthathasthepotentialtoimprovejailoperations(e.g.phonerecording,videovisitation,etc.) Skills: Usebasiccomputerskills/hardware/software/networks Interpretlegalrestrictionsregardingtechnology,datasharing,informationrelease Collaboratewithpartnerstoimplementintegrateddatasystems Researchthecapabilitiesoftechnology,determinethecostsofacquisition,resourcesneededfortrainingstaff,andon-goingcosts Evaluatetheimpactoftechnologyonstaffingandothercostsofjailoperations Understandstrengthsandweaknessesofproductsbeforepurchase Mentorpeersandsubordinatestoidentifytechnologicaloptionsandimpactonoperations Assesstechnologyoptionsagainstthejail'scurrentandfuturebudgets DeveloppositiverelationshipswithITstaff Abilities: Analyzetechnologyoptions Adaptjailoperationstousetechnology Establishpartnershipsinthepublicandprivatesectortosharecostsoftechnology Overcomeimpedimentstodatasharing Mapprocessestoassesstechnology'suseandimpact Distillcomplexinformationtomakedecisions Trustotherswithgreatersubjectmatterexpertise Askcriticalquestions Totalnumberofcheckmarksineachcolumn.Transferthenumberto
thesummarypagetoaddtoyourprofile.
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ResourcesandBibliography
(SeealsotheLeader’sLibrarywithineachoftheCoreCompetenciesarticles)
Ameen,Christine,JenniferLoeffler-Cobia,ElyseClawson,MeghanGuevara,Evidence-BasedPracticeSkillsAssessmentforCriminalJusticeOrganizations,Version1.0,NationalInstituteofCorrections,2010http://b.3cdn.net/crjustice/82a30c562cbe542edd_jzm6bpqqv.pdfBarrett,KatherineandRichardGreene,“America’sJailsHaveanHRProblem”,Governing(subsidiaryoftheCongressionalQuarterly),February2016,http://www.governing.com/columns/smart-mgmt/gov-jail-employee-training.htmlBatts,AnthonyW.,SeanMichaelSmoot,andEllenScrivner,PoliceLeadershipChallengesinaChangingWorld,HarvardKennedySchool,July2012,https://www.ncjrs.gov/pdffiles1/nij/238338.pdfBirzer,MichaelL.,“PoliceSupervisioninthe21stCentury”,FBILawEnforcementBulletin,Volume:65Issue:6June1996Pages:6-10.https://leb.fbi.gov/file-repository/archives/june-1996.pdf/viewBoba,Rachel,Ph.D.,andRobertoSantos,APoliceOrganizationalModelforCrimeReduction:institutionalizingProblemSolving,Analysis,andAccountability,U.S.Dept.ofJustice,CommunityOrientedPolicingServices,2011,Revised2015,https://ric-zai-inc.com/Publications/cops-p208-pub.pdfBorn,Paul,CommunityConversationsMobilizingtheIdeas,Skills,andPassionofCommunityOrganizations,Governments,BusinessesandPeople,SecondEdition,BPSBooks,TorontoandNewYork,2012.Brennan,Tim,DaveWells,andJohnCarr,RunningandIntelligentJail:AGuidetoDevelopmentanduseofaJailInformationSystem,NationalInstituteofCorrections,August2013http://www.northpointeinc.com/files/publications/NIC-Running-an-Intelligent-Jail.pdf
Brookfield,StephenD.,DevelopingCriticalThinkers:ChallengingAdultstoExploreAlternativeWaysofThinkingandActing,Jossey-BassPublishers,SanFrancisco,1987.Campbell,Tom,“DiagnosingCulture:CaseStudies”,ProceedingsoftheLargeJailNetwork,Winter2007,U.S.Dept.ofJustice,NationalInstituteofCorrections,page29,https://s3.amazonaws.com/static.nicic.gov/Library/022298.pdfCebula,Nancy,ElizabethCraig,ChristopherInnes,TheresaLantz,TanyaRhone,TomWardCultureandChangeManagement,UsingtheAPEXtoFacilitateOrganizationalChange,US.DepartmentofJustice,BureauofPrisons,NationalInstituteofCorrections,April2012http://static.nicic.gov/Library/025300.pdfCebula,Nancy,ElizabethRitter,Editors,APEX(AchievingPerformanceExcellenceGuidebookSeries,APEXResourcesDirectoryVol.1:ChangeManagementandtheAPEXDomains,U.S.DepartmentofJustice,NationalInstituteofCorrections,September2013,Chapter9,https://s3.amazonaws.com/static.nicic.gov/Library/025302.pdfClawson,ElyseandLoreJoplin,BradBogue,NancyCampbell,DotFaust,KateFlorio,GeorgeKeiser,BillyWasson,WilliamWoodward,ImplementingEvidence-BasedPracticeinCommunityCorrections:ThePrinciplesofEffectiveIntervention,U.S.DepartmentofJustice,NationalInstituteofCorrections,https://s3.amazonaws.com/static.nicic.gov/Library/019342.pdfClem,Connie,“69WaystoSaveMillions”,AmericanJails,November/December2009,page9.http://cleminfostrategies.com/wpcontent/uploads/2009/12/FeatureArticleAJANov-Dec2009.pdfCushman,RobertC.,GuidelinesforDevelopingaCriminalJusticeCoordinatingCommittee,U.S.Dept.ofJustice,NationalInstituteofCorrections,January2002,http://static.nicic.gov/Library/017232.pdf
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Elias,Gail,HowtoCollectandAnalyzeData:AManualforSheriffsandJailAdministrators3rdEdition,NationalInstituteofCorrections,July2007https://s3.amazonaws.com/static.nicic.gov/Library/021826.pdfEricaOlsen,StrategicPlanningforDummies,2007,WileyPublishingCompany.Fellner,Jamie,“CallousandCruel:UseofForceagainstInmateswithMentalDisabilitiesinUSJailsandPrisons”,HumanRightsWatch,May12,2015https://www.hrw.org/report/2015/05/12/callous-and-cruel/use-force-against-inmates-mental-disabilities-us-jails-andFinnegan,RichardP.TheStayInterview:AManager’sGuidetoKeepingtheBestandBrightest,NewYork,AmericanManagementAssociation,2015.Fisher,R.,Ury,W.&Patton,B.(2012).Gettingtoyes:Negotiatinganagreementwithoutgivingin.London,UK:RandomHouse.Flaherty-Zonis,Carol,“BuildingCultureStrategically:ATeamApproachforCorrections”,NICFebruary2007,https://s3.amazonaws.com/static.nicic.gov/Library/021749.pdfFlaherty-Zonis,Carol,“DiagnosingOrganizationalCulture”,ProceedingsoftheLargeJailNetwork,Winter2007,U.S.Dept.ofJustice,NationalInstituteofCorrections,page25,https://s3.amazonaws.com/static.nicic.gov/Library/022298.pdfGarner,Randy,ConstructingEffectiveCriticism,2011,PrescientPublishing.Gladwell,Malcolm,TheTippingPoint:howLittleThingsCanMakeaBigDifference,LittleBrownandCompany,2002.Harvey,AndrewJ.,“BuildinganOrganizationalFoundationfortheFuture”,FBILawEnforcementBulletin,Volume65,Number11,November1996,page12https://leb.fbi.gov/file-repository/archives/november-1996.pdf/viewHenrichson,ChristianandJoshuaRinaldi,Cost-BenefitAnalysisandJusticePolicyToolkit,VeraInstituteofJustice,U.S.Dept.ofJustice,BureauofJusticeAssistance,December2014,
https://www.bja.gov/Publications/Vera-cba-justice-policy-toolkit.pdfJacobs,JamesB.andKerryT.Cooperman,“AProposedNationalCorrectionsCollege,CriminalandCivilConfinement”,March2012,Vol.38,page56https://crimejustice.law.nyu.edu/wp-content/uploads/ProposedNationalCorrectionsCollege.pdfJones,MichaelR.“KeepingYourCriminalJusticeCoordinatingCommitteeGoingStrong,NIC,NationalJailExchange,2013http://community.nicic.gov/blogs/national_jail_exchange/archive/2013/02/12/keeping-your-criminal-justice-coordinating-committee-going-strong.aspxaccessedon8/9/15.Kiefer,Michele,TheCorrectionsLearningOrganization,U.S.DepartmentofJustice,NationalInstituteofCorrections,2016,https://s3.amazonaws.com/static.nicic.gov/Library/032739.pdfKotter,JohnP.,LeadingChange,HarvardBusinessSchoolPress,Boston,Massachusetts,1996.Kouzes,JamesandBarryPosner,TheLeadershipChallenge,FifthEdition,SanFrancisco,Jossy-Bass,20102.Kouzes,JamesM.andBarryA.Posner,ALeader’sLegacy,2006,Jossey-Bass.Lane,Troy,“SpanofControlforLawEnforcementAgencies,”PoliceChief,InternationalAssociationofChiefsofPolice,Volume73,Issue10,October2006.Martin,MarkD.andClaireLeeReiss,ManagingRiskinJails,U.S.DepartmentofJustice,NationalInstituteofCorrections,April2008,https://www.hsdl.org/?view&did=719589Martin,MarkD.andThomasA.Rosazza,ResourceGuideforJailAdministrators,U.S.DepartmentofJustice,NationalInstituteofCorrections,December2004,http://static.nicic.gov/Library/020030.pdfMartin,MarkD.,andPaulKatsampes,ASheriff’sGuidetoEffectiveJailOperations,U.S.Dept.ofJustice,NationalInstituteofCorrections,January2007,http://static.nicic.gov/Library/021925.pdf
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Martin,MarkD.,BudgetGuideforJailAdministrators:BeyondBudgetAllocation–SourcesofFundingandServices,NationalInstituteofCorrections,September2002http://static.nicic.gov/Library/017627.pdfMartin,MarkD.,BudgetGuideforJailAdministrators:DevelopingtheBudget,NationalInstituteofCorrections,September2002http://static.nicic.gov/Library/017626.pdfMartin,MarkD.,BudgetGuideforJailAdministrators:ManagingtheBudget,NationalInstituteofCorrections,September2002http://static.nicic.gov/Library/017628.pdfMartin,MarkD.,JailStandardsandInspectionPrograms:ResourceandImplementationGuide,U.S.DepartmentofJustice,NationalInstituteofCorrections,April2007,https://www.prearesourcecenter.org/sites/default/files/library/jailstandandsandinspectionprogramsresourceandimplementationguide.pdfMartony,Eva,LarryReid,CornellSmith,CeciliaReynolds,JamesUpchurch,CarrollParrish,RayHobbs,JoanPalmateerandAnnieHarvey,TheSecurityAuditProgram:AHow-ToGuideandModelInstrumentforAdaptiontoLocalStandards,Policies,andProcedures,U.S.DepartmentofJustice,NationalInstituteofCorrections,September2013http://nicic.gov/downloads/files/16p3203_security%20audit%20new%20final%20(1).pdfMcCampbell,MichaelS.,TheCollaborationToolkitforCommunityOrganizations:EffectiveStrategiestoPartnerwithLawEnforcement,U.S.DepartmentofJustice,OfficeofCommunityPolicingServices,2010,http://ojp.gov/fbnp/pdfs/Collaboration_Toolkit.pdfMiller,RodandJohnE.Wetzel,FinalDraft,JailStaffingAnalysis,ThirdEdition,http://correction.org/wp-content/uploads/2014/05/Final-Draft-3rd-Edition-Jail-Staffing-Analysis-Feb-2012.pdfMilligan,StacyOsnickandLorieFridell,ImplementinganAgency-LevelPerformanceMeasurementSystem:AGuideforLawEnforcementExecutives,PoliceExecutiveResearchForum,FundedbytheNationalInstituteofJustice,April2006
https://www.ncjrs.gov/pdffiles1/nij/grants/214439.pdfMorton,GregoryR.,andAaronShepherd,TheSixMovingPartsofCorrectionalTrainingEffectiveness,U.S.Dept.ofJustice,NationalInstituteofCorrections,April2009,https://s3.amazonaws.com/static.nicic.gov/Library/025226.pdfOrtiz,Natalie,“CountyJailsataCrossroads”,NationalAssociationofCounties,July8,2015,https://www.ncjrs.gov/pdffiles1/nij/246769.pdfPewCenterfortheStates,“PublicOpiniononSentencingandCorrectionalPolicyinAmerica”,March2012,http://famm.org/wp-content/uploads/2013/09/PEW_NationalSurveyResearchPaper_FINAL.pdfPowell,Colin,ItWorkedforMeInLifeandLeadership,2012,NewYork,NewYork,HarperCollinsPublishersRinehart,TammyA.,AnnaT.Laszlo,andGwenO.Briscoe,CollaborationToolkit:HowtoBuild,FixandSustainProductivePartnerships,U.S.DepartmentofJustice,OfficeofCommunityPolicingServices,2001,http://www.cops.usdoj.gov/html/cd_rom/collaboration_toolkit/pubs/collaborationtoolkit.pdfRosazza,ThomasA.,JailInspectionBasics:SupervisorsGuide,U.S.DepartmentofJustice,NationalInstituteofCorrections,March2007,https://info.nicic.gov/nicrp/system/files/022123.pdfRosazza,ThomasA.,JailInspectionsBasics:AnIntroductorySelf-StudyCourseforJailInspectors,U.S.DepartmentofJustice,NationalInstituteofCorrections,March2007https://s3.amazonaws.com/static.nicic.gov/Library/022124.pdfSabbatine,Ray,“RiskManagementinjails:howtoreducethepotentialofnegativeoutcomes”,AmericanCorrectionalAssociation,2003,https://www.thefreelibrary.com/Risk+management+in+jails%3a+how+to+reduce+the+potential+of+negative...-a0123670504
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Schein,E.H.(2004).Organizationalcultureandleadership.SanFrancisco:Jossey-BassPublishers.Schwartz,JeffreyA.andCynthiaBarry,AGuidetoPreparingforandRespondingtoJailEmergencies,U.S.Dept.ofJustice,October2009,NationalInstituteofCorrections,October2009https://s3.amazonaws.com/static.nicic.gov/Library/023494.pdfSewell,JamesD.,PhD.,“TheFourR’sforPoliceExecutives”,FBILawEnforcementBulletin,Volume65,Number7,July1996,page9-13https://leb.fbi.gov/file-repository/archives/july-1996.pdf/viewStephens,DarrelW.,JuliaHillandSheldonGreenberg,StrategicCommunicationPractices:AToolkitforPoliceExecutives,U.S.DepartmentofJustice,OfficeofCommunityOrientedPolicingServices,September2011,https://ric-zai-inc.com/Publications/cops-p222-pub.pdfStinchcomb,JeanneB,andSusanW.McCampbell(2008),JailLeadersSpeak:CurrentandFutureChallengestoJailOperationsandAdministration:ASummaryReporttotheBureauofJusticeAssistance,CenterforInnovativePublicPolicies,Inc.,Naples,Florida.http://www.cipp.org/pdf/FocusGroupReport.pdfStinchcomb,JeanneB.andSusanW.McCampbell,ResourceGuideforNewlyAppointedWardens,SecondEdition,2017,U.S.DepartmentofJustice,NationalInstituteofCorrectionshttp://www.cipp.org/uploads/3/7/5/7/37578255/nicresourceguide2017.pdfStinchcomb,JeanneB.,andSusanW.McCampbell,ElizabethP.Layman,FutureForce:AGuidetoBuildingthe21stCenturyCommunityCorrectionsWorkplace,2006,U.S.DepartmentofJustice,NationalInstituteofCorrections.http://nicic.org/Downloads/PDF/Library/021799.pdfStraus,David,HowtoMakeCollaborationWorkPowerfulWaystoBuildConsensus,SolveProblems,andMakeDecisions,BKPublishers,Inc.,SanFrancisco,2002.
Subramanian,Ram,RuthDelaney,StephenRoberts,NancyFishman,PeggyMcGarry,“Incarceration’sFrontDoor:TheMisuseofJailsinAmerica”,VeraInstituteofJustice,February2015http://www.vera.org/sites/default/files/resources/downloads/incarcerations-front-door-report.pdfTichy,NoelM.,andWarrenG.Bennis,Judgment:HowWinningLeadersMakeGreatCalls,2007,ThePenguinGroup.,2007.U.S.DepartmentofJustice,NationalInstituteofJustice,MendingJustice:SentinelEventReviews,September2014https://www.ncjrs.gov/pdffiles1/nij/247141.pdfU.S.DepartmentofJustice,OfficeofCommunityOrientedPolicingServices,KeyLeadershipStrategiestoEnhanceCommunications,MajorCitiesChiefsAssociation,September2010https://www.hsdl.org/?view&did=15023U.S.DepartmentofJustice,NationalInstituteofCorrections,AnnotatedBibliography:Evidence-BasedPracticesintheCriminalJusticeSystem;Updated2017,https://s3.amazonaws.com/static.nicic.gov/Library/026917.pdfU.S.DepartmentofJustice,NationalInstituteofJustice,RestrictiveHousingintheU.S.Issues,Challenges,andFutureDirections,November2016,https://www.ncjrs.gov/pdffiles1/nij/250315.pdfU.S.DepartmentofJustice,U.S.DepartmentofJusticeReportandRecommendationsConcerningtheUseofRestrictiveHousing,FinalReport,January2016,https://www.justice.gov/archives/dag/file/815551/downloadVeraInstituteofJustice,“ThePriceOfPrisonsWhatIncarcerationCostsTaxpayers”,January2012,http://www.vera.org/sites/default/files/resources/downloads/price-of-prisons-updated-version-021914.pdf
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Footnotes:
ihttp://www.cipp.org/uploads/3/7/5/7/37578255/2_organizational_accountability.pdfand
http://www.cipp.org/uploads/3/7/5/7/37578255/11_establish_authority.pdfiiFormoreinformationseeTheSixMovingPartsofCorrectionalTrainingEffectiveness
https://s3.amazonaws.com/static.nicic.gov/Library/025226.pdfiiihttp://www.cipp.org/uploads/3/7/5/7/37578255/18_human_resources.pdfivhttp://www.cipp.org/uploads/3/7/5/7/37578255/3_external_stakeholders.pdf