[Federal Register Volume 65, Number 147 (Monday, July 31, 2000)]
[Notices]
[Pages 46743-46745]
From the Federal Register Online via the Government Publishing Office [www.gpo.gov]
[FR Doc No: 00-19177]


-----------------------------------------------------------------------

DEPARTMENT OF JUSTICE

National Institute of Corrections


Solicitation for a Cooperative Agreement--Core Competency Model 
Project

AGENCY: National Institute of Corrections.

ACTION: Solicitation for a Cooperative Agreement.

-----------------------------------------------------------------------

SUMMARY: The project will identify the competencies needed by 
correctional leaders and managers at each of four organizational 
levels. It will define the competency, identify the relevant knowledge 
needed for its development, describe the behaviors that reflect the 
competency, identify the skills required to use and develop the 
competency, and suggest training strategies appropriate to the 
competency and the management level being addressed.

Project Objectives

    Given the premise of the Core Competency Model, the work developed 
under the cooperative agreement will:
     Identify the competencies needed by correctional leaders 
and managers.
     Develop a profile of four identified management levels 
which can be used by correctional trainers in developing and targeting 
their programs; Supervisors, Managers, Senior Managers and Executives.
     Determine, list, and justify which competencies are most 
critical to each of the four management levels.
     Identify a knowledge base and/or the relevant theories 
required by the program participant to use and develop the core 
competency.
     Identify behaviors that reflect the core competencies at 
each level.
     Identify the skills required to use and develop the core 
competencies at each level.
     Provide a tool with which correctional training staff can 
revise and/or develop programs with the appropriate combination of 
theoretical and skill-based content.
     Provide a tool to help correctional training staff ensure 
any content being offered is appropriate to the management level for 
which it is offered.
     Provide a tool with which correctional training staff can 
advise practitioners regarding the programs to which they should apply 
to enhance their leadership and management abilities.
     Provide a tool with which correctional training staff can 
review the content of leadership and management programs to avoid 
duplication.

Scope of Work

Introduction

    As the correctional field begins its work in the new millennium its 
leaders will be faced with significant challenges. They must continue 
to study and apply as appropriate the latest research in offender 
management and treatment; lead an ever increasingly diverse workforce; 
design, improve and oversee an efficient operational program; and 
ensure the incorporation of new technologies in a manner beneficial to 
their agencies. They must also provide those they lead with guidance 
and direction for the future. Much of this work will be accomplished 
through the efforts of those under their supervision. The need for 
capable leaders is clear.
    The Core Competency Model will rest on a basic premise. Leaders and 
managers need the same or similar core competencies to perform their 
tasks. However, the actions and behaviors driven by those competencies 
will vary with the individuals position in the organization and the 
context of the situations they face. Training content should be 
grounded in the basic competencies, but vary with the participant's 
assignments and responsibilities.
    Leaders and managers at all levels must have an ability to 
communicate effectively. But, the skills and behaviors needed will vary 
depending on who is receiving the communications(s) and the context of 
the interaction. A first line supervisor counseling a line staff 
officer on the appropriate use of sick time will employ different 
methods and behaviors than a Chief Executive Officer (CEO) responding 
to questions from the media. Likewise, line supervisors may employ 
problem solving techniques different from the strategic planning 
approaches employed by the agency's executives.

Background

    Correctional leadership programs, including those offered by the 
Institute, are usually designed for correctional leaders in general, to 
achieve the broad goal of developing and/or improving correctional 
leaders. The content is often designed without any systematic 
consideration given to the specific skills and abilities needed by 
individuals at various levels of management. This can result in some 
unanswered questions and issues.
     Are participants applying for and being placed into 
programs that match their developmental level?
     Does the material challenge the participants?

[[Page 46744]]

     Does the content address the needs of the participants at 
their management level?
     Does the content an appropriate balance of theoretical and 
skill related material for the target audience?
     Is there duplication between programs?
     Does the content allow for the development of measurable 
outcomes?

The Goals

    The Core Competency Model Project will serve two goals. First, the 
work will provide a framework with which correctional agencies can 
assess the efficacy of existing leadership and management programs. 
Correctional trainers can also apply the Model to the development of 
new offerings.

Design and Implementation

    Ultimately, the Core Competency Model will be designed as a matrix 
containing definitions and descriptions of the critical core 
competencies, plus the following elements related to those 
competencies:
     The relevant knowledge base or theory.
     The behaviors ``driven'' by the competency for each of the 
identified management levels,
     The skills necessary to ensure the behaviors, and
     Suggested training or delivery strategies.
    These descriptions will be supplemented with an orientation to the 
Model, plus more detailed narrative explanations and references, as 
appropriate.

Completion of Phase One

    As envisioned, completion of the Core Competency Model will be a 
comprehensive project and too complex to be accomplished in one year. 
It is estimated that it will be phased over 18 months. The project will 
be broken into two phases. During Phase One several key project 
elements will be developed. The recipient will:
     Develop Managerial Profiles for each of the four 
identified management levels; Supervisors, Managers, Senior Managers, 
and Executives.
    These profiles will give an overall description of the duties, 
tasks, responsibilities and authority of correctional practitioners at 
each of the four levels. Regardless of an individual's title, a 
correctional trainer should be able to place a practitioner into one of 
the four levels by requesting information about their general tasks, 
duties and responsibilities verbally, or by reviewing their written job 
description and comparing it to the profile.
     Conduct a review of key leadership and management 
competencies.
    The completion of this activity will determine which competencies 
are critical to each of the four specified levels.
     Develop a format for the Core Competency Model in the form 
of a matrix containing the name of each competency, plus a definition 
for each competency.
     Indicate which of the Core Competencies are most critical 
to each of the four management levels.
    To ``test'' the Model two Core Competencies must be fully developed 
for the Senior Management level. These two ``developed'' competencies 
will include:
    The name of the core competency,
     Its definition and description,
     The identified relevant knowledge or theoretical base for 
the competency at the Senior Management level,
     The behaviors that reflect the competency at the Senior 
Management level,
     The skills needed to use and develop the competency, and
     Suggested instructional strategies and possible activities 
that can be used at the Senior Management level to ``teach'' the 
competency.

Implementation and Use of Phase One Work

    The work that is developed during Phase One will be applied by NIC 
staff first to the Academy's Correctional Leadership Development (CLD) 
program. CLD is one of the Academy's longest running training programs 
and has been at the heart of its offerings. Although it has gone 
through many stages, it has not been comprehensively reviewed for 
several years and requires updating. Applying the work completed during 
Phase One will allow staff to ``test'' the Model. NIC staff will be 
able to:
     Determine if the Model can be applied as envisioned.
     Assess the Model's usefulness to correctional trainers as 
an assessment and development tool for leadership and management 
training.
     Establish a refined time-table for the balance of the 
project.
    The recipient will conduct a briefing for Institute staff to 
acquaint them with the concept and intended uses for the Model. During 
this meeting staff will be able to ask questions and offer ideas and 
feedback.

Completion of Phase Two

    As Phase One progresses the Core Competency Model structure will be 
monitored. Once tested and revised as necessary the Phase Two work will 
continue. The Core Competencies for the Senior Manager will be 
developed, followed by those for the Executive, the Manager, and the 
Supervisor. When the project is complete the work will contain:
     An introduction to the Core Competency Model, plus an 
orientation and instructions regarding its application and use.
     A description of each of the four management levels 
identified by the Institute; Supervisors, Managers, Senior Managers, 
and Executives. These descriptions will identify the general duties, 
tasks, responsibilities and authority of correctional managers and 
leaders in these positions respectively.
     A list of the competencies needed by correctional leaders 
and managers.
     A general definition and/or description of each 
competency.
     A list of the competencies most critical to each of the 
four management levels, including a brief justification for its 
assignment to that level.
     For each management level a list and/or description of the 
theoretical framework or knowledge base needed by the participant to 
develop their ability to integrate and use that level's critical 
competencies.
     A description of the behaviors that reflect the critical 
competencies at each management level.
     A list of the skills necessary to apply the critical 
competencies at each management level.
     A comprehensive list of suggested instructional 
strategies, training techniques, and activities for each management 
level.
    At the conclusion of the project the recipient will provide an 
orientation and training in the use of the Model for the NIC staff. 
This should include suggestions on preparing and transferring the Model 
to the field.

Products and Deliverables

    Upon completion of the cooperative agreement's requirements the 
recipient will deliver the above described work to the NIC Academy in 
the form of the following products.
Phase One Products
     A brief narrative review of the project to date.
     Managerial Profiles for Supervisors, Managers, Senior 
Managers, and Executives.
     A narrative describing the review of the existing core 
competency work, outlining the suggested changes and the accompanying 
rationale.
     The Core Competency Model format in the form of a matrix 
containing; the

[[Page 46745]]

name of each core competency and a definition and description for each 
competency.
     A chart indicating the four management levels, their 
critical Core Competencies, and a brief justification or explanation of 
their assignment to their particular management level. (This might be 
done by breaking the Matrix into four separate matrices, one for each 
level.)
     Two fully developed Core Competencies. These two will be 
selected in conjunction with the NIC Project Coordinator. These fully 
developed competencies will include; the general definition and/or 
description of the competency, a brief justification for its assignment 
to the Senior management level, a description of the theoretical 
framework or knowledge base needed by the participant to use and 
develop the competency, a description of the behaviors that reflect the 
competency, the sills necessary to use and develop the competency, and 
suggested training styles, instructional strategies and activities 
appropriate for ``teaching'' these competencies at the Senior 
management level.
Phase Two Products
     A brief narrative review of the project.
     An introduction to the Core Competency Model, plus an 
orientation and instructions regarding its application and use.
     The fully developed Core Competencies for each of the four 
management levels in the established matrix format with accompanying 
detailed narratives and references.
    Phase Two products will incorporate any revisions indicated by the 
review of the Phase One work.
    All work will be completed in or converted to Corel WordPerfect 8 
or 9. Graphics will be developed in or converted to Corel 
Presentations. Two camera ready copies of the work will be presented, 
along with computer files on Compact Disks. Technical terms and 
acronyms must be fully explained and/or defined. The work must be 
carefully proof-read and edited to ensure readable text and 
comprehension.

    Authority: Public Law 93-415.

    Funds Available: The award will be limited to $105,000 (direct and 
indirect costs) and project activity must be completed within 18 months 
of the date of award. Funds may not be used for construction, or to 
acquire or build real property. This project will be a collaborative 
venture with the NIC Academy Division.
    Deadline for Receipt of Applications: Applications must be received 
by 4:00 p.m. on 08/23/00. They should be addressed to: Director, 
National Institute of Corrections, 320 First Street, NW, Room 5007, 
Washington, DC 20534. Hand delivered applications should be brought to 
500 First Street, NW, Washington, DC 20534. The front desk will call 
Bobbi Tinsley at 202.307.3106, extension 0 for pick-up.

ADDRESSES: Requests for the application kit should be directed to Judy 
Evens, Cooperative Agreement Control Office, National Institute of 
Corrections, 320 First Street, N.W., Room 5007, Washington, DC 20534 or 
by calling 800.995.6423, ext. 159, 202.307.3106, ext. 159, or email: 
[email protected]. A copy of this announcement, application forms, and 
additional information may also be obtained through the NIC web site: 
http.//www.nicic.org (click on ``What's New'' and ``Cooperative 
Agreements''). All technical and/or programmatic questions concerning 
this announcement should be directed to Dee Halley at 1960 Industrial 
Circle, Longmont, Colorado, or by calling 800.995.6429, ext. 116 or 
303.682.0382 or by E-mail via [email protected]>.
    Eligible Applicants: An eligible applicant is any public or private 
agency, educational institution, organization, team, or individual with 
the requisite skills to successfully meet the outcome objective of the 
project. Applicants must have a background in corrections, adult 
training and/or education and competency based training.
    Review Considerations: Applicants received under this announcement 
will be subjected to an NIC 3 to 5 member Peer Review Process.
    Number of Awards: One (1).
    NIC Application Number: 00P14. This number should appear as a 
reference line in your cover letter and also in box 11 of Standard Form 
424.

(Catalog of Federal Domestic Assistance Number: 16.601)

    Dated: July 25, 2000.
Morris L. Thigpen,
Director, National Institute of Corrections.
[FR Doc. 00-19177 Filed 7-28-00; 8:45 am]
BILLING CODE 4410-36-M