Jump Start Your Jail’s Leadership Development · ©2019 Center for Innovative Public Policies,...

©2019CenterforInnovativePublicPolicies,Inc.

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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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26

• 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

©2019CenterforInnovativePublicPolicies,Inc. 28

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.


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.


# CompetencyNo

experience

Alittle




Good

experience/practicalapplication

Extensive

Experience/Expert 18 Obtainandmanagehumanresources. 19 Overseeinmateandfacilitymanagement. 20 Overseephysicalplantmanagement. 21 Reducejail-relatedliabilityrisks.

22 Understandandmanageemergingtechnology. Totals

Thereare20elementsofeachcorecompetencyrating.Examinethoseforwhichyouscoredyourselflowerthan

others.

Developyourownself-improvementplan.

Usetheinformationinthearticlesabouteachcorecompetencynotedonpage5.


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.


2 Assureorganizationalaccountability Noexperience


Intermediate-averageknowledgeandapplication


application


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



3 Buildandmaintainpositiverelationshipswithexternalstakeholders

NoexperienceAlittle





application


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



4 Buildandmaintainteamwork;mentorandcoachothers

Noexperience



knowledgeand

application


application


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.


5 Communicateeffectively,internallyandexternally

NoexperienceAlittle





application


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



6 Comprehend,obtainandmanagefiscalresources

NoexperienceAlittle





application


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



7Developandmaintainapositiveorganizationalculturethatpromotesrespectfordiversestaff

NoexperienceAlittle





application


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



8 Developandsustainorganizationalvision/mission

NoexperienceAlittle





application


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



9 Engageinstrategicplanning NoexperienceAlittle





application


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



10 Enhanceself-awareness;maintainproactiveprofessionalcommitment

NoexperienceAlittle





application


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.


11 Establishorganizationalauthority,roles,andresponsibilities

NoexperienceAlittle





application


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



12 Leveragetheroleofthejailinthecriminaljusticesystem

NoexperienceAlittle





application


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



13 Makesounddecisions NoexperienceAlittle





application


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



14 ManageChange NoexperienceAlittle





application


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



15 Manageemployeeandlaborrelations NoexperienceAlittle





application


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



16 ManagePowerandInfluence NoexperienceAlittle





application


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



17 Managetime NoexperienceAlittle





application


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



18 Obtainandmanagehumanresources NoexperienceAlittle





application


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



19 Overseeinmateandfacilitymanagement

NoexperienceAlittle





application


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



20 Overseephysicalplantmanagement NoexperienceAlittle





application


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



21 Reducejail-relatedliabilities NoexperienceAlittle





application


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



22 Understandandmanageemergingtechnology

NoexperienceAlittle





application


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



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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

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