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Training in corrections

The National Institute of Corrections (NIC) is seeking applications for funding under the Fiscal Year (FY) 2022 to create a number of resources to provide community supervision agencies assistance in the prevention and response to staff sexual misconduct. These resources include training for agency staff, staff supervisors, and agency leaders; foundational documents to guide policy review; a glossary; and a literature search. This is a revision to a previous NIC Cooperative Agreement solicitation 22CS02. No awards were made under NIC solicitation 22CS02.

Goals

To develop a collection of training materials and resources that will assist community supervision agencies in preventing and addressing staff sexual misconduct while increasing the professionalism of staff and affording greater safety for both staff and those they supervise.

Deadline

Applicants must register with Grants.gov prior to submitting an application. NIC encourages applicants to register several weeks before the application submission deadline. In addition, NIC urges applicants to submit applications 72 hours prior to the application due date. All applications are due to be submitted and in receipt of a successful validation message in Grants.gov by 11:59 p.m. eastern time on July 22, 2022.

Objectives

A proposal responsive to this solicitation should, at a minimum: identify a plan to address the scope and timeframe of the project; determine the methodology and resources necessary to deliver the work products; and identify a team that includes members with experience in designing and developing instructional materials for adult learners in a virtual environment. Objectives of this project include:

  1. Reference and resource materials for use by all community supervision agencies,
  2. Tools, such as a self-assessment policy guide to assist agencies in identifying gaps and opportunities,
  3. Curriculum suitable for training agency staff including training for trainers.

Deliverables / NIC Staff Responsibilities

The NIC project manager will be involved in the following aspects of the cooperative agreement:

  • Provides overall oversight and project management, working collaboratively with awardee on all aspects of the project
  • Serves as a subject matter expert and as a member of the working group
  • Provides and assists in identifying and engaging subject matter experts for the working group
  • Provides access for various materials (video recordings, etc.) from NIC’s library
  • Work collaboratively on piloting the initial training and provide train-the-trainer facilitation
  • Approves of any materials (drafts and final versions)

In addition to the strategy and content of the program design, the successful applicant must complete the following deliverables during the project period. The program narrative should reflect how the applicant will accomplish these activities for year one.

Deliverables received as a result of this solicitation will be accepted based in part on Plain Writing Act requirements for plain language and Section 508 requirements for accessibility.

  1. Meet virtually with NIC Correctional Program Specialist (CPS) Project Lead for initial kickoff meeting to clarify goals, objectives and deliverables, including the setting of initial deadlines, and role clarification within 30 days of award.
  2. Participate in virtual monthly meetings with NIC project staff and provide a meeting record.
  3. Produce a literature review and summary of currently available information and resources (including information on staff sexual misconduct in community supervision and related professions), current relevant state statutes, administrative rules, and a sampling of community supervision agency policies (working draft within 120 days)
  4. Conduct periodic virtual working group meetings with eight to ten subject matter experts approved by the NIC project manager beginning within 90 days of award. The working group is intended to provide content and information as subject matter experts and may be asked to review materials and provide feedback. A record of each meeting is required.
  5. Develop a standard glossary for use with this body of work.
  6. Develop a self-assessment guide for agencies to examine their policies, practices and available training.
  7. Develop a written virtual training concept plan for the training of line level staff, including ideal timing duration, number of participants, number of trainers and phases (i.e., preparation/readiness, content delivery, etc.). This plan should include identified learning modules, presentation slides, and facilitator scripts.
  8. Develop virtual learning modules, including selected topics and activities that adhere to the Instructional Theory Into Practice model. This can include videos, games, and other activities and resources.
  9. Submit drafts of course materials according to an agreed upon schedule to the NIC project manager for review.
  10. Develop a train-the-trainer curriculum for training line-level staff that will be suitable for delivery by NIC and for future agency delivery as a capacity building measure.
  11. Create participant manuals with all training materials and a glossary of terms as back matter.
  12. The awardee, in collaboration with the NIC program manager, will schedule and complete VILT curriculum rehearsals. Rehearsals will be conducted on NIC’s Webex Training platform. Awardee is responsible for acting as, or providing, the producer for all rehearsals and instructional sessions throughout the pilot delivery of the new VILT curriculum.
  13. Conduct an appropriate pilot of the initial curriculum in at least three agencies to include a feedback tool for gathering information on student experience.
  14. Revision of the course materials as needed post-pilot and as determined by the NIC project manager.
  15. Packaging and submission of final product according to NIC’s required format.

Applications must include in Program Narrative and Budget Narrative the incorporation of products delivered meet Plain Language and 508 Standards.


Following are the responses to questions received as of June 30, 2022, in response to the above solicitation:

Question 1: I am confused by the timeline and funding. It states that this is now a multi-year project and it states the work to be done in the foundational year. However, the funding seems to be only for one year.

Answer 1: Please review the quoted information from the solicitation 

‘Foundational work for this project includes a literature review, and the review of existing research, state statutes, and administrative rules along with compiling of a recommended glossary.  This information will be used in the development of a self-assessment policy guide for agencies that wish to examine their policies, practices and available training.  The convening of a virtual working group of eight to ten subject matter experts to act as content contributors and/or reviewers is a required element of this project. The NIC program manager will assist with the identification and facilitation of this working group.’

“NIC expects to make one award for as much as $150,000.00  for a 12-month project period, beginning on  August 10, 2022.  Requests for amounts in excess of a total of $150,000.00, including direct and indirect costs will not be considered.”

“If the awardee demonstrates significant progress toward implementing project activities and achieving project goals, NIC may, in certain cases, provide supplemental non-competitive funding for FY 2023 and FY 2024 to the awardee. With the supplemental funding, the project period can be extended up to two additional 12-month increments for an overall project period of 36 months. Important considerations in decisions regarding supplemental funding include, among other factors, the availability of funding, strategic priorities, assessment of the quality of the management of the award (for example, timeliness and quality of progress reports), and assessment of the progress of the work funded under the Award.”

The National Institute of Corrections (NIC) is seeking applications for funding under the Fiscal Year (FY) 2022 Staffing Analysis - Virtual Instructor-Led Training Delivery. This program furthers NIC’s mission by building the capacity and sustainability of federal, state, local, and tribal correctional agencies to independently evaluate and assess staffing requirements.

Goals

This program aims to advance operational safety and security by enhancing correctional staffing practices through innovative training, and technical assistance.

Deadline

Applicants must register with Grants.gov prior to submitting an application. NIC encourages applicants to register several weeks before the application submission deadline. In addition, NIC urges applicants to submit applications 72 hours prior to the application due date. All applications are due to be submitted and in receipt of a successful validation message in Grants.gov by 11:59 p.m. eastern time on July 8, 2022

Objectives

  1. Deliver NIC’s virtual instructor-led staffing analysis training curriculum, which applies to all correctional facility settings.
  2. Collect and analyze post-delivery feedback from participants, instructors, and project team members.
  3. Provide recommended revisions of the virtual instructor-led staffing analysis training curriculum to the NIC program manager as needed.

Deliverables

In addition to the strategy and content of the program design, the successful applicant must complete the following deliverables during the project period. The program narrative should reflect how the applicant will accomplish these activities.

  1. Conduct an initial virtual meeting with NIC within ten days of the award to review goals and objectives, discuss and develop a timeline of activities, role clarification, overview of the project, and the project concept plan.
  2. The awardee will deliver four iterations of the NIC staffing analysis training program designed for virtual instructor-led training (VILT) delivery. Each iteration will be delivered to four facilities, each providing a four to five-member staffing analysis team, for a total of up to 20 participants.
  3. The awardee is responsible for contracting and compensating technical resource providers (TRPs)/subject matter experts (SMEs) to deliver training and related assistance under the cooperative agreement. If not performed solely by the awardee, TRP services will include:
    • Participation in virtual meetings with the cooperative agreement team.

    • Data and information requests. Examples of data and information include floor plans, staff coverage plan, master and daily rosters, organizational chart, and relief factor(s).

    • Evaluation of agency data to become familiar with each facility’s unique characteristics, prepare for instructional delivery of the curriculum, and identify any agency challenges concerning data/information collection.

    • Conducting pre-session tech-checks with all participants. Prior to the first instructional session, schedule at least two sessions to allow participant to join an introduction to Webex and to ensure agency firewalls do not limit functionality or prevent participants from joining. Sessions should be scheduled for an appropriate length to accommodate all participants.

    • Delivering approximately two hours of program instruction weekly for eight weeks. Awardee should anticipate that the training session host will be required to initiate the session approximately one hour prior to the scheduled start time and that all instructors (minimum of two instructors and one producer per session) be logged into the training session at least 30 minutes prior to the session to conduct technology checks and make final preparations. Awardee should also remain available to after session questions.

    • Providing participant agencies approximately twelve hours of weekly intersession coaching and guidance, validating intersession work to confirm each process step is understood and accomplished, and reviewing draft staffing analysis reports completed after the final session.

    • The awardee, in collaboration with the NIC program manager, will schedule and complete VILT curriculum rehearsals. Rehearsals will be conducted on NIC’s Webex Training platform. Awardee is responsible for acting as, or providing, the producer for all rehearsals and instructional sessions throughout the delivery of the VILT curriculum.

  4. The awardee will design and implement an evaluation process to collect user feedback to assess the program’s effectiveness and provide NIC a summary report of the training event within a week of its conclusion.
  5. Awardee should anticipate making recommendations for minor revisions to the curriculum throughout the award term based on participant and project team member feedback.
  6. The awardee will record all sessions and edit the recordings to remove any agency-specific sensitive information. The finalized recordings are part of the program deliverables and will be used as NIC deems appropriate.
  7. The awardee should plan to have participant-developed draft staffing analysis reports reviewed and ready for each agency to finalize no later than two weeks following the final VILT session.
  8. The awardee, in collaboration with NIC program managers, will coordinate all training logistics, such as agency point of contact, dates, technical readiness checks with participants, etc.
  9. The awardee will meet all financial and reporting requirements for the cooperative agreement. 

Correctional Industry programs contribute to the successful reentry of offenders by providing a structured environment for participants to learn the skills needed to obtain and retain post-release employment. Guided by evidence-based practices, Correctional Industries distinguishes itself by providing services that make an impact in reducing inmate recidivism. See how they make a significant difference in the lives of the offender population they serve and hear from national experts, correctional practitioners, and former offenders about the promising and evidenced-practices that impact recidivism.

At the conclusion of this program broadcast on October 5, 2011, participants will be able to: describe the evolution of Correctional Industries from “producing quality products” to “developing individuals who produce quality products”; explain how the incorporation of evidence-based practices helps improve program outcomes; identify how Correctional Industries provides offenders with the skills they need to successfully obtain and retain post-release employment; and identify evidence-based training opportunities that promote professional growth and development.

Correctional Industries: A Working Solution [Satellite/Internet Broadcast] Cover

This program will assist participants with succession planning, provide a framework for developing appropriate training curricula, target external resources needed for staff development, and help participants create a strategy for both personal and professional staff development. The presentation focuses on the core competencies applicable to corrections professionals working at executive, senior level, manager, and supervisory levels. The program content is appropriate for those working in jails, prisons, and community corrections agencies.

Correctional Leadership Competencies for the 21st Century Cover

Characteristics that result in the best performance of executive and senior level leaders are identified along with the key skills, knowledge, and attributes of effective and successful leaders which are then linked to a set of specific behaviors. Following an executive summary, this manual provides an exploration of: managerial profiles; self awareness; ethics and values; vision and mission; strategic thinking; managing the external environment; power and influence; strategic planning and performance measurement; collaboration; and team building.

Correctional Leadership Competencies for the 21st Century: Executive and Senior Levels Cover

Characteristics that result in the best performance of correctional managers and supervisors are identified along with key skills, knowledge, and attributes of effective and successful leaders which are then linked to a set of specific behaviors. This manual includes an executive summary and the following chapters: managerial profiles; ethics and values; interpersonal relationships; oral and written communication; motivating others; developing direct reports; managing conflict; team building; collaboration; problem solving and decision making; strategic thinking; managing change; program planning and performance assessment; and the criminal justice system.

Correctional Leadership Competencies for the 21st Century: Manager and Supervisor Levels Cover

This program focuses on the importance of staff wellness in a correctional environment. Topics discussed include:

  • Mental and physical health;
  • Substance abuse;
  • How to recognize and manage stress in the workplace;
  • Stress-related symptoms;
  • And staff support resources.
Correctional Staff Wellness: Making Choices Toward a Higher Level of Total Health and Well Being  Cover

This DACUM Profile is for a Correctional Trainer. It covers the position's duties, tasks, knowledge, skills, attitudes, and equipment and tools.

Correctional Trainer Cover

Budget reductions don’t discriminate. Correctional agencies are being hit hard in these tough economic times with no relief from mandates. Prisons, jails, and community corrections are all faced with increasing workloads, combined with diminishing resources. Amid the worsening financial crisis, there are opportunities to implement evidence-based strategies that can maximize resources while preserving public safety.

This 3-hour program provides an overview of opportunities that can help correctional organizations stay afloat in the current environment. Participants will be able to: explore the events and decisions that have contributed to the current fiscal crisis facing corrections; identify strategies for successfully managing operations with evidence-based practices; describe safe, effective criminal justice models that maximize resources while maintaining public safety; and identify partnerships for accessing community resources that can help corrections address challenges.</p>

Corrections Budgets in Free Fall: Finding Opportunities in Turbulent Times Cover

Anyone involved or interested in the future of learning and performance in corrections should read this publication. “This white paper focuses on learning and performance challenges in the 21st century including the role of technology in learning programs and the incorporation of evidence-based practices into program design and delivery. The paper offers an extensive review of learning research in the areas of theory, learners, learning organizations, instructional design, program design, delivery methods and modalities, learning transfer, and program assessment” (p. 2). Sections following an abstract include: the background of the National Institute of Corrections NIC) Academy; exploring and addressing challenges facing correctional learning professionals; research and theory—evidence-based practices; learners and learning; learning professionals; learning organizations; instructional design; methods and modality; transfer; assessment; and how to make and promote change. Appendixes cover theoretical models and implications for learning programs; the American Society for Training and Development (ASTD) Competency Model; and terms used (glossary).

Corrections Learning and Performance Cover

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