“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.
Literature regarding emotional intelligence (E.I.) is reviewed. Sections following an executive summary are: introduction; E.I. models -- Salovey and Mayer's Ability Model, Bar-On, Goleman's Model, Levels of Emotional Awareness Scale (LEAS), and the Self-Report Emotional Intelligence Test (SREIT); comparing E.I. models; emotional intelligence and related constructs; E.I. in applied settings; E.I. and the Correctional Service of Canada; controversies, limitations; and directions for future research; and conclusions. Also provided is a glossary of statistical terms.
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.
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.
“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.
"When discussing recidivism reduction plans within U.S. correctional agencies, many ideas surface. Some ideas are tried and true; some are progressive and cutting edge; some are recycled and restructured; but all are hopeful. In 2010, the Virginia Department of Corrections (VADOC) began thoroughly examining its security measures, programs, human resources and their combined effectiveness in reducing recidivism … This started with an introduction of a new corrections paradigm. The paradigm focused on the principles of effective correctional treatment by determining risk classification, criminogenic needs and responsivity through cognitive-behavioral approaches. It placed the emphasis, once again, on creation of long-term public safety through offender change. While VADOC quickly moved to design and implement policies that reflected evidence-based practices (EBPs), it became apparent that a sweeping organizational culture change was necessary" (p. 1-2). The "push towards a holistic culture change at VADOC" came about by: promoting organizational culture change—strategic plan, the Healing Environment, dialogue, and learning teams; VADOC's Segregation Step-Down Program—since 2011 offenders in restrictive housing reduced 68% with serious prison incidents reduced 33%; and the Integrated Model for Reentry. "The agency's recidivism rate has dropped from 27.3 percent with the 2010 cohort to 22.8 percent with the 2013 measure, ranking VADOC as the second lowest in the nation among 38 states that measure recidivism similarly" (p. 69).