“Leadership is a very important component of higher performing organizations. This book presents a breadth and depth of information about leading others and describes what leaders need to excel at and what up-and-coming leaders need to know as they prepare themselves for leadership positions. Taking a balanced approach to leadership allows correctional leaders to influence different people and diverse stakeholder groups in differing situations. Good leaders know when they need to manage rather than lead and how these two activities differ” (p. 71). Chapters cover: an introduction; focus on the leader; leadership of others ad beyond; leadership that is transforming; case study—collaboration shifts a dysfunctional culture; and case study—new leadership as a catalyst for change.
This report is essential reading for individuals wanting to achieve "measurable reductions of pretrial misconduct and post-conviction reoffending" (p.6). Eight sections follow an introduction (a new paradigm for the justice system): underlying premises; the key decision points, decision makers, and stakeholders in the criminal justice system; examining justice system decision making through the lens of harm reduction; the principles underlying the framework; applying evidence-based principles to practice; key challenges to implementing this framework; collaboration—a key ingredient of an evidence-based system; and building evidence-based agencies.
The National Institute of Corrections (NIC) and People in Charge LLC are pleased to present the Achieving Performance Excellence (APEX) Change Team Training Curriculum – part of the APEX Initiative. The APEX initiative incorporates culture, leadership, performance measurement, results, and a change management strategy to help corrections agencies use their resources wisely to improve their organizational performance …
The APEX Change Team Training will provide correctional agencies with capacity-building training in the APEX systems approach to organizational performance improvement. This training is designed to create teams of internal change agents in all sectors of corrections. It will enable participants to build their skills and take the APEX components out to their agencies and successfully implement the APEX processes: assisting their agencies as they go through the culture and change management processes, developing integrated and holistic implementation plans to meet any identified gaps, developing comprehensive communications plans, and working toward sustaining the change efforts.
Modules include: • Welcome and Program Overview; • APEX Public Safety Model; • Change management and organizing people; • Agency assessment: laying the groundwork for change; • Define the goal; • Build the implementation plan; • Communications planning; • Implement and sustain changes; • Workshop close. Includes copies of the PowerPoint presentation slides.
This directory “is an integral part of the National Institute of Correction’s (NIC’s) Achieving Performance Excellence (APEX) Initiative. It provides resources, tools, and interventions to support correctional agencies on the APEX journey. This directory is designed to complement the APEX Guide¬book series and to enhance efforts to improve performance excellence by providing domain-specific resources and interventions. It can also be used as a stand-alone guide to change management and to the APEX Public Safety Model domains, which include the following: Leadership; Operations Focus; Organizational Culture; Stakeholder Focus; Workforce Focus; Strategic Planning; Measurement, Analysis, and Knowledge Management; [and] Results. Using this directory, the agency can target one or more domains and can find specific domain-related guiding questions, tools and interventions, case studies, and other resources to direct a change effort for improvement. Potential scenarios for change include the following: (1) when an agency is getting ready for Prison Rape Elimination Act compliance; (2) when a new jail director comes on board; (3) when a new committee is formed to direct performance excellence; (4) when a change in legislation requires agency changes; (5) when an agency is running smoothly, but assesses itself preventively and finds room for improvement in specific domains; (6) when a new program is put into practice; and (7) when an opportunity arises to embark on a change effort” (p. 1).
“APEX Resources Directory Volume 2 provides supportive information to correctional agencies embarking on the APEX (Achieving Performance Excellence) journey. It introduces the National Institute of Corrections (NIC) Information Center, provides detailed information on creating a communications plan for those implementing the APEX Initiative, describes how to use focus groups to effectively gather information and feed-back, and includes a team development guide for those who want to build teams, enhance team performance, and understand what makes teams an effective part of any organization” (p. 1). Chapters following a view of achieving performance excellence are: introduction; NIC resources; APEX Communication Plan; focus groups—a practical guide; and team development guide; and book summary.
“Through extensive research and analysis, the National Institute of Corrections (NIC) is offering the field of corrections a comprehensive business model entitled the APEX (Achieving Performance Excellence) Initiative. The APEX Initiative is an agency-driven systems approach to building capacity for higher organizational performance, best practices, data-driven decisionmaking using multiple self-assessment tools, and a Guidebook series with strategies, interventions, and pathways. The APEX Public Safety Model presents a whole-systems view of a correctional agency” (p. v). You definitely want to put this on your must read soon list! Ten chapters follow an introduction to Achieving Performance Excellence (APEX): overview to APEX; APEX Leadership Domain; APEX Organizational Culture Domain; APEX Operations Focus Domain; APEX Stakeholder Domain; APEX Workforce Domain; APEX Strategic Planning Domain; APEX Measurement, Analysis, and Knowledge Management Domain; APEX Results Domain; and developing a 7-step communications plan.
“Previously, not many assessment tools looked at issues that specifically affect those who work in the field of corrections … [This book] presents three organizational assessment tools developed specifically for the field of corrections. The APEX assessment tools are designed to look at an agency’s readiness to take on a change process, understand the importance of safety and security to correctional operations, measure performance on the APEX Public Safety Model’s eight domains, and provide guidance for developing a performance improvement plan” (p. vii). Five chapters are contained in this publication: introduction; how to use the APEX Assessment Tools Protocol; APEX Screener; APEX Organizational Profile; and the APEX Inventory. The three tools are bundled with this publication.
This collection contains testimony regarding cost benefit and cost containment measures. Contents are:
Day 1. “Briefing on the Fiscal Costs of Corrections in the United States” by Mary Livers; “High Cost, Low Return” by Adam Gelb; “Outcome-Based Budgeting: Process and Practice” by Chris Innes; “Current State Fiscal Conditions & the Impact on Corrections” by Brian Sigritz; “Outcome-based Budgeting” by Karen Wilson; “Systems Approach to Cost Containment” by Theresa Lantz; “Cost-Effective Strategies for Meeting Policy Requirements and Legislative Mandates”--Testimony of F. Franklin Amanat and Presentation by Gary Mohr; “Reengineering Population Management”—Written Testimony by Michael Jacobson; “Projecting the Future of Corrections” by James Austin; Presentation by Ed Monahan; “Kentucky Pretrial Risk Assessment Instrument Validation” by James Austin, Roger Ocker, and Avi Bhati; “Criminal Law Reform: The First Year of HB 463” handout; and “Sheriff Stan Hilkey’s Remarks: An Evidence Based Decision Making Experience: Mesa County, Colorado.
Day 2. “Budgetary Approaches to Providing Services for Offender Health Care”—Testimony by Newton E. Kendig, and Testimony by Jim Degroot; “Reducing Medical Cost in a Correction System” by Joseph Ponte; Remarks from J. John Ashe; “Innovative Cost-Saving Strategies in Pharmaceutical Expenditures” by A. Martin Johnston; “Cost Containment: Opportunities for Continued Reform” by Bernard Warner; “Results First: Targeting Criminal Justice Resources at Programs that Work” by Gary VanLandingham; “Evidence Based Decision Making Initiative” by Madeline “Mimi” Carter; “Opportunity versus Obligations”—Testimony by Sandra Matheson and Testimony by Mindy Tarlow; and “Capability and Capacity: Understanding NIC’s Delivery of Services” by Jim Cosby.
Designed for jail administrators, this guide discusses the elements of an effective process for budgeting both capital and operational jail expenses. This document contains the following sections:
- An effective budget process;
- Cooperative effort within the budget process;
- Budget preparation -- information and materials;
- Jail budget development -- needs assessment, estimating budget expenditures, preparing the budget document, submitting the budget package, presenting the budget, and the dynamic interaction in the budget process;
- Glossary of key budget terms;
- And sample budget forms and worksheets.
Designed for jail administrators, this guide provides an overview of jail budget management, along with relevant responsibilities and strategies. Key aspects of jail budget management examined include:
- Budget implementation -- developing and using a plan to monitor expenditures;
- Budget management -- monitoring, managing, and controlling expenditures while garnering support;
- Jail revenue monitoring and management -- developing revenue plans;
- Performance monitoring -- establishing targets;
- Management through budget crisis -- factors influencing increased, decreased, or insufficient revenue;
- And the jail budget as a powerful administrative tool.