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.
“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.
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 specifically for correctional trainers from all areas of corrections, this twenty-four-hour seminar instructs participants in the development of a strategic action plan that will link training with agency needs. Communication styles, individual and organizational change theory, and social marketing are topics discussed. The manual contains lesson plans and a participant's guide. The seminar was held in Lewisburg, Pennsylvania, September 14-16, 1993.
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.
Designed for jail administrators, this guide describes strategies for identifying, securing, and coordinating jai resources from multiple sources, both internally and externally. Three sections comprise this document: (1) Jail resource types and potential sources -- generating revenue, using the services of other agencies, soliciting donations from the community, and how the jail and community are linked by a common goal; (2) Strategies for securing, coordinating, and managing jail resources -- eight-step strategy and sustaining the effort; (3) The ongoing process of resource management.
“This guide, a product of the National institute of Corrections’ (NIC’s) Institutional Culture Initiative, presents a model designed to produce higher quality work, build collaboration and interdependence, create safer and more secure environments, and, ultimately, help correctional facilities move strategically toward more positive culture that will improve the quality of life for both staff and offenders" (p.iii). Chapters contained in this guide are:
- What organizational culture is;
- Why culture examination and strategic planning, management, and response are necessary;
- Building culture -- a new approach to strategic planning and management;
- What one needs to know about change;
- Rubik’s Cube Model of Strategic Planning;
- Implementing the Cube Model of Strategic Planning;
- Managing facility communications;
- Measuring your work;
- Strategic management and response;
- Rubik’s Cube Model of Strategic Management;
- And using the Cube model of Strategic Management.
Appendixes provide: answers to frequently asked questions and myths about strategic planning; sample data-gathering tools; sample planning tools; guidelines for using the Organizational Culture Inventory; sample agenda for the kickoff meeting; copies of PowerPoint presentation overheads for the kickoff meeting; and literature review.
The development and implementation of an in-house leadership and management development system (within existing agency parameters) are discussed during this 30-hour course. Sections of this manual include: training program introduction; setting a context and identifying trends; trainer and training function self-assessment; strategies for getting management buy-in; establishing a design team and advisory board; identifying candidates for your program; competency development and assessment of managers; leadership development/training deliver options; designing and developing leadership training and development strategies; developing training budgets for leadership ddevelopment using cost benefit analysis; how to evaluate available resources; marketing the leadership development program; and additional resources.
The knowledge, skills, and traits needed by a detention facility inspector are assessed in this DACUM profile. Tasks are organized into the following duties; conduct facility inspections; provide technical assistance; perform administrative tasks; conduct investigations; oversee construction plan review process; provide training programs; and promote professional growth.