Solicitation for a Cooperative Agreement: Identifying Characteristics of High Performing Correctional Organizations, 27849-27852 [E8-10728]
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Federal Register / Vol. 73, No. 94 / Wednesday, May 14, 2008 / Notices
jlentini on PROD1PC65 with NOTICES
populating its own Web site. In a
follow-up conversation with
Department of Justice staff, Mr.
Saunders explained that HHMLS has
excluded certain data fields—including
property address—from the electronic
feed it provides to members for
advertising. He claims this exclusion
reduces the functionality of HHMLS
members’ public advertising Web sites.
For example, without electronic access
to the address field, a member cannot
efficiently provide a mapping function
on its publicly-accessible marketing
Web site.
Under the Tunney Act, a Court’s
public interest determination is limited
to whether the government’s proposed
Final Judgment remedies the violations
alleged in its Complaint. The
Government alleged, among other
things, that HHMLS’s rules deterred the
emergence of Internet-based brokerage.
As a consequence, the Proposed Final
Judgment requires that HHMLS not
discriminate against brokers based on
the method by which they would
provide listings data to their customers.
Thus, HHMLS would have to provide to
a broker whose business model contains
an Internet brokerage component the
same electronic data feed it provides to
other brokers who service clients
through traditional means. Mr.
Saunders, however, is concerned about
the availability of listings data for use in
Internet advertising, not about
restrictions on data used to provide
brokerage services via a passwordprotected Internet site. Internet
advertising was not a subject of the
Government’s investigation leading to
the complaint in this matter and the
Complaint contains no allegation that
encompasses the practice about which
Mr. Saunders complains. Accordingly,
factoring Mr. Saunders’ concern into the
public interest assessment here would
inappropriately construct a
‘‘hypothetical case and then evaluate
the decree against that case,’’ something
the Tunney Act does not authorize.
United States v. Microsoft Corp., 56 F.3d
at I 459. In any event, the Proposed
Final Judgment does not insulate the
practice about which Mr. Saunders
complains from antitrust scrutiny. The
antitrust laws will continue to apply to
HHMLS and would proscribe conduct
by the Defendant that runs afoul of
applicable legal standards.
VI. Conclusion
After careful consideration of the
public comment, the United States
concludes that the entry of the proposed
Final Judgment will provide an effective
and appropriate remedy for the antitrust
violations alleged in the Complaint and
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16:39 May 13, 2008
Jkt 214001
is therefore in the public interest.
Accordingly, after publication in the
Federal Register pursuant to 15 U.S.C.
16(b) and (d), the United States will
move this Court to enter the Final
Judgment.
Respectfully Submitted,
KEVIN F. McDONALD,
Acting United States Attorney.
BY: /s/ Barbara M. Bowens.
Barbara M. Bowens (I.D. 4004),
Assistant United States Attorney, 1441
Main Street, Suite 500, Columbia,
South Carolina 29201, ( 803) 929–
3052.
Lisa Scanlon,
Attorney, Antitrust Division, 325 7th
St., NW., Suite 300, Washington, DC
20530, (202) 616–5054.
April 9, 2008.
Certificate of Service
I hereby certify that on April 9, 2008,
1 caused a copy of the foregoing
Response to Public Comments to be
served on counsel for Defendant via ECF
in this matter in the manner set forth
below:
By: /s/ Barbara M. Bowens,
BARBARA M. BOWENS.
Jane W. Trinkley,
McNair Law Firm, P.A., P.O. Box 11390,
Columbia, SC 29211, (via e-mail and
first-class mail from Owen Kendler,
Esq.).
Counsel for Defendant.
United States District Court for the
District of South Carolina, Beaufort
Division
United States of America, Plaintiff v.
Multiple Listing Service of Hilton Head
Island, Inc., Defendant
Civil Action No. 9:07–C V–3435–SB
Appendix: Public Comment on the
Proposed Final Judgment
Comment Submitted by Richard B.
Saunders
December 31, 2007.
John Reed,
Litigation III Section, Antitrust Division,
US Department of Justice,
Washington, DC 20530.
Subject: United States Department of
Justice vs Hilton Head Island Multiple
Listing Service
Dear Mr. Reed, Assuming that
comments are stilt welcome by the
Department of Justice regarding the
Proposed Final Judgment with the
Multiple Listing Service of Hilton Head
Island, SC, it is apparent to me that the
intent of the document is an attempt to
treat all parties relative to our MLS in
an equal and unbiased manner, an effort
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27849
we at RE/MAX Island Realty fully
support.
In our opinion what the document
does not address is that in our opinion
every MLS Member should be treated
equal regarding information on real
properties ultimately supplied to the
consumer regardless of whom is
supplying the information. Specifically,
we believe that our MLS should supply
the identical data feeds to all members
of the Hilton Head MLS as are currently
submitted to third party providers such
as realtor.com and even used by the
MLS itself on their own Web site that is
being marketed in and outside the state
of South Carolina. That is not the case
today and that glaring deficiency should
be addressed and corrected. Our
member firms are being discriminated
against by their own MLS! This
situation should be corrected for that
would benefit all members as well as
the ultimate consumer.
Should you have any questions or
comments, please do not hesitate to
contact me at your convenience. Thank
you very much.
Sincerely,
Richard B. Saunders, CRB, GRI, SRES
Broker/Owner, RE/MAX Island Realty.
Dick Saunders,
Broker/Owner, RE/MAX Island Realty,
99 Main Street, Hilton Head Island,
South Carolina 29926, Office (843)
785–5252 3044, Fax: (843) 785–7188,
Toll Free: (800) 343–6821 x3044,
richardbsaunders@earthlink.net,
https://www.remaxhiltonhead.com.
[FR Doc. E8–10417 Filed 5–13–08; 8:45 am]
BILLING CODE 4410–11–M
DEPARTMENT OF JUSTICE
National Institute of Corrections
Solicitation for a Cooperative
Agreement: Identifying Characteristics
of High Performing Correctional
Organizations
National Institute of
Corrections, Department of Justice.
ACTION: Solicitation for Cooperative
Agreement.
AGENCY:
SUMMARY: The National Institute of
Corrections (NIC) is soliciting proposals
from organizations, groups or
individuals to enter into a cooperative
agreement for a 12-month,
developmental phase of a new initiative,
‘‘Identifying the Characteristics of High
Performing Correctional Organizations.’’
This project will focus on developing a
methodology to allow organizations to
build from their strengths to identify
and bridge gaps between current
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Federal Register / Vol. 73, No. 94 / Wednesday, May 14, 2008 / Notices
performance and optimal performance
in terms of efficiency, effectiveness and
accountability.
Project Goal: The products from this
cooperative agreement will be to
establish a model, accompanying
assessment methodology, and
appropriate performance measures that
define a high performance correctional
agency or system. The model will
synthesize the literature about building
high-performance organizations into
diagnostic tools that can be put to
practical use by organizations to
understand their business practices and
overall performance. The intended user
of the tools are local and state operated
jails, prisons and community
corrections agencies or systems.
The intended outcome for this project
is to establish a model, assessment
methodology, performance indicators,
and practical strategies to (1) Develop
ways to address agency inefficiencies
that result from the lack of a ‘‘holistic’’
and integrated perspective; (2) establish
a core set of values or guiding principles
that agencies can apply to correctional
disciplines to enhance business
practices; (3) improve organizational
performance by assessing strengths,
weaknesses, opportunities, resources
and threats; (4) prioritize goals and
objectives; and (5) contain costs
associated with operating correctional
agencies and systems. This project will:
Define the ‘‘hard side’’ of correctional
organizations i.e. strategic plan, mission
statement, capacity building, policy/
procedure etc; their leadership and
management philosophy; organizational
structure; and other operational
characteristics.
Identify methods to improve the
infrastructure, activities, and outputs of
correctional organizations to be better
aligned with operational practices,
community partnerships, offender
reentry and the best use of resources.
Identify evidence based and/or best
practices.
Develop and test tools that can be put
to practical use.
Develop methods to measure the
degree to which correctional
organizations are functioning that
comprises the actual output or result
measured against its intended outputs
or goals and objectives in determining
performance.
Applications must be received
by 4 p.m. EST on Thursday, June 19,
2008. Selection of the successful
applicant and notification of review
results to all applicants no later than
July 31, 2008 for projects to begin by
September 1, 2008.
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DATES:
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Mailed applications must be
sent to Director, National Institute of
Corrections, 320 First Street, NW., Room
5007, Washington, DC 20534.
Applicants are encouraged to use
Federal Express, UPS, or similar service
to ensure delivery by the due date. Hand
delivered applications should be
brought to 500 First Street, NW.,
Washington, DC 20534. At the front
desk, call (202) 307–3106, extension 0
for pickup. Faxed applications will not
be accepted. The only electronic
applications (preferred) that will be
accepted must be submitted through
https://www.grants.gov.
FOR FURTHER INFORMATION CONTACT: A
copy of this announcement and the
required application forms can be
downloaded from the NIC Web site at
https://www.nicic.gov.
All technical or programmatic
questions concerning this
announcement should be directed to
Sherry Carroll, Correctional Program
Specialist, National Institute of
Corrections. Ms. Carroll can be reached
by calling 1–800–995–6423 ext 0378 or
by e-mail at scarroll@bop.gov.
SUPPLEMENTARY INFORMATION:
Background: Correctional leaders
receive a constant stream of advice on
the essential elements and functions
that constitute professional correctional
management and practices. A large
literature, much of it based on studies
of private sector practices, exists on the
best leadership, management, and
organizational strategies to produce high
performance organizations. At the same
time, there are a number of
recommended ‘‘best practices’’ being
offered through training and technical
assistance by NIC, other government
agencies, and professional organizations
or from researchers and academicians
on how to best operate correctional
agencies and systems. To date, however,
there has been little progress in
identifying which of these many
recommendations are related to higher
performance and, if related, how they
can be measured.
Progress to date: During 2006, NIC
sponsored a workgroup of subject matter
experts. The group identified nine
categories or core guiding principles
considered as important factors in
determining criminal justice system
performance on the State or local
governance level for community
corrections. Those principles are: (1)
Leadership and Management
Development, (2) Information and
Knowledge Management; (3)
Comprehensive Criminal Justice
Planning, (4) Offender Management (5)
Collaborative Partnerships, (6)
ADDRESSES:
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Organizational Development, (7)
Accurate, Fair and Timely Processes, (8)
Stewardship of Public Resources, and
(9) Public Safety.
The applicant awarded this
cooperative agreement will continue to
draw from the literature to further
define or shape those principles at a
macro level to span across, and
determine their applicability to, jails,
prisons, and community corrections
agencies at the State and local levels.
There are several NIC products that can
be found on the Internet (https://
www.nicic.gov) that relate to core
guiding principles such as collaborative
problem solving for criminal justice,
implementing evidence based principles
in community corrections, gender
responsivity principles and leadership/
core competencies.
Goals of Identifying Characteristics of
a High Performing Correctional
Organizations Cooperative Agreement:
The goal is to develop a model that will
synthesize the literature about building
high-performance organizations into
diagnostic tools that can be put to
practical use by practitioners and
organizations to understand their
business practices and overall
performance. The project is multi-tiered
to include a general set of core
principles then tailored to
organizational business practices/
applications specific to correctional
disciplines (jails, prisons and
community corrections).
If an organization is under-utilizing
resources then it may be performing at
a level below its potential. The model
and assessment tools developed under
this award will allow agencies to
develop and improve their operational
infrastructure and build their capacity
in a number of areas. In building
capacity agency-wide, it may include,
but is not limited to, operational
management, organizational
development principles, business
practices, program and offender
management, financial processes,
accountability and quality assurance.
As this project continues, it will also
incorporate the ‘‘soft side’’ or informal
characteristics of an organization’s
culture often referred to as ‘‘the way
things are really done’’ and test how and
to what degree those cultural factors
can, in conjunction with the ‘‘hard side’’
(or formal business practices) either
enhance or obstruct efforts to improve
performance. The practitioner will have
the ability to understand the interaction
between both the operational and
cultural aspects of an organization. The
practitioner can then understand how
and why the system operates as it does,
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employ intervention strategies and
improve performance.
At selected points in the process, the
NIC project manager will have sign off
authority for the project to move
forward and approval to release any
information about the project. The
selected sign-off points will be
determined as the project plans are
developed and approved by NIC.
There are three (3) tasks to be
achieved under this cooperative
agreement: (1) Conduct Research, to
identify, develop, and test assessment
instruments, tools, and resources, (2)
Engage Stakeholders in High Performing
Correctional Organization concepts, and
(3) Produce Deliverable Products.
Under Task 1, Conduct Research, the
project will develop an operational
definition of a high performing
correctional organization and what
business practices/processes they
should perform. The definition will be
based on a review and synthesis of
existing literature from both the public
and private sectors on business
practices and change strategies that can
be tested in correctional agencies or
systems. In addition, the project will
synthesize previous work on
performance measurements for jails,
prisons, and community corrections
agencies and identify new performance
indicators that could be used for each.
Subtasks under Task 1 will include:
Subtask 1.1: Conduct site visits to
organizations considered high
performing.
Subtask 1.2: Conduct research to
validate characteristics and needs of the
correctional agencies or systems.
Subtask 1.3: Conduct research and
analysis of correctional resources for
building the framework.
Subtask 1.4: Conduct research on
strength based, evidence based and best
practices.
Subtask 1.5: Review current and
relevant research on private and public
sector business practices.
Subtask 1.6: Research literature
review on organizational structures
(hierarchy, matrix, etc).
Under Task 2, Engage stakeholders in
High Performing Correctional
Organization concepts, the project will
engage the field to review and refine the
results of Task 1. Subtasks under Task
2 will include:
Subtask 2.1: Convene experts and
thought leaders (from the corrections
field, academia, consultant firms, NIC,
and criminal justice system related
organizations) to hold meetings and
focus groups in contributing to the
building of the framework,
methodology, and assessment tool.
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Subtask 2.2: Assist NIC in creating
partnership opportunities to inform and
advance work.
Under Task 3, Produce Deliverable
Products, a number of deliverables will
be produced as a result of the project’s
activities. The format of the deliverable
products (reports, presentations, and
activities) will be defined through the
course of the work, but their content is
listed below.
Subtasks under Task 3 will include:
Subtask 3.1: A definition of high
performing correctional organizations.
Subtask 3.2: A description of the
principles, requirements, and
measurements of a ‘‘high performing’’
organization for correctional systems
(jails, prisons, and community
corrections) and ‘‘hard-side’’ business
practices.
Subtask 3.3: A methodology for
engaging agencies in using the
framework, assessment processes, tools
and resources.
Subtask 3.4: A comparison of exiting
tools and resources.
Subtask 3.5: A set of tools and
resources that correctional agencies can
use to assess performance, prepare for
performance improvements, and
implement change efforts.
Subtask 3.6: A methodology to test,
analyze and modify tools.
Subtask 3.7: A basic set of
performance indicators appropriate for
use in prisons, jails, and community
corrections agencies.
Subtask 3.8: A protocol for
implementing a self-assessment tool.
Subtask 3.9: A report suitable for
publication on the Initiative’s intent,
concepts, and application.
Subtask 3.10: A written strategy for
marketing and increasing receptivity to
high performing correctional
organizations.
Proposal Preparation: The successful
applicant must demonstrate a logic
model for building initially and
sustaining over time the capacity
required at state and local governance
levels. The proposal must include a
strategic plan detailing how the work
will be organized and completed,
project goals and objectives,
methodologies, a list of involved
persons and their roles, a budget, and
experience working with organizational
performance and business practices.
The proposal and experience should
address previously stated goals and
objectives in this solicitation.
Required Expertise: It is highly
desirable for the successful applicant to
demonstrate experience in:
Facilitation of meetings and planning
sessions of advisory committee, work
groups and other stakeholders.
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Experience collecting documentation
and communicating multi-level
strategies, information pieces, progress,
time lines, budgets, meetings records
and surveys.
Management of overall project
organization and business processes.
Assessing, interpreting and
summarizing research in relevant fields.
Acting as liaison and manager with
research experts connected to the
project.
Conceptualization of content and
process and the ability to translate
concepts into appropriate documents
and other forms of communication.
Experience in guiding multiple
organizations/agencies through a
significant change process and case
studies must be identified in the
application.
Knowledge of public administration
concepts and correctional organization
business practices.
Display technical writing skills and
can provide professional editing
services.
Application Requirements: The
application should be concisely written,
typed double spaced and reference the
‘‘NIC Application Number’’ and Title
provided in this announcement. The
application package must include: OMB
Standard Form 424, Application for
Federal Assistance, a cover letter that
identifies the audit agency responsible
for the applicant’s financial accounts as
well as the audit period or fiscal year
that the applicant operates under (e.g.,
July 1 through June 30), a program
narrative responding to the
requirements in this announcement, a
description of the qualifications of the
applicant(s), an outline of projected
costs, and the following forms: OMB
Standard Form 424A, Budget
Information—Non-Construction
Programs, OMB Standard Form 424B,
Assurances—Non-Construction
Programs (these forms are available in
https://www.grants.gov), DOJ/NIC
Certification Regarding Lobbying;
Debarment, Suspension and Other
Responsibility Matters; and Drug-Free
Workplace Requirements (available at
https://www.nicic.gov/Downloads/PDF/
certif-frm.pdf.)
The program narrative text should be
limited to 15 double spaced pages,
exclusive of resumes and summaries of
experience. Please do not submit full
curriculum vitae. A telephone
conference will be conducted for
persons receiving this solicitation and
having a serious intent to respond on
Wednesday, June 5, 2008, at 2 p.m.
EDST. Please notify Sherry Carroll
electronically at scarroll@bop.gov by
close of business on June 3, 2008,
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Federal Register / Vol. 73, No. 94 / Wednesday, May 14, 2008 / Notices
regarding your interest in participating
in the conference. You will be provided
a call-in number and instructions. Any
other questions regarding this
solicitation should also be addressed to
Sherry Carroll at scarroll@bop.gov.
Authority: Pub. L. 93–415.
Funds Available: NIC is seeking the
applicants’ best ideas regarding
accomplishment of the scope of work
and the related costs for achieving the
goals of this solicitation. The final
budget and award amount will be
negotiated between NIC and the
successful applicant. Funds may only be
used for the activities that are linked to
the desired outcome of the project. No
funds are transferred to state or local
governments.
This project will be a collaborative
venture with the NIC Research and
Evaluation Division.
Eligibility of Applicants: An eligible
applicant is any public or private
agency, educational institution,
organization, individual or team with
expertise in the described areas.
Review Considerations: Applications
received under this announcement will
be subjected to a 3 to 7 person NIC
Review Process.
Number of Awards: One.
NIC Application Number: 08PEI19.
This number should appear as a
reference line in the cover letter, and in
box 4a of Standard Form 424 and
outside of the envelope in which the
application is sent.
Catalog of Federal Domestic
Assistance Number: 16.602.
Executive Order 12372: This program
is not subject to the provisions of
Executive Order 12372.
Morris L. Thigpen,
Director, National Institute of Corrections.
[FR Doc. E8–10728 Filed 5–13–08; 8:45 am]
BILLING CODE 4410–36–P
DEPARTMENT OF LABOR
Employment and Training
Administration
Notice of Availability of Funds and
Solicitation for Grant Applications
(SGA) for Mentoring, Educational, and
Employment Strategies To Improve
Academic, Social, and Career Pathway
Outcomes
Employment and Training
Administration, U.S. Department of
Labor.
Announcement Type: Notice of
Solicitation for Grant Applications.
Funding Opportunity Number: SGA/
DFA PY 07–09.
jlentini on PROD1PC65 with NOTICES
AGENCY:
VerDate Aug<31>2005
16:39 May 13, 2008
Jkt 214001
Catalog Federal Assistance Number: 17.261.
The Employment and
Training Administration announces the
availability of $49.5 million for grants to
serve high schools that have been
designated as persistently dangerous by
State Educational Agencies for the
2007–2008 school year under section
9532 of the Elementary and Secondary
Education Act. The goal of these grants
is to reduce violence within these
schools through a combination of
mentoring, educational, employment,
case management, and violence
prevention strategies. These grants will
be awarded through a competitive
process open both to school districts
which include persistently dangerous
high schools and to community-based
organizations (CBOs) in partnership
with these school districts. High schools
which have been designated as
persistently dangerous this school year
are located in the school districts of
Baltimore City, New York City,
Berkshire Farms (New York), SalemKeiser (Oregon), Philadelphia, and
Puerto Rico. These schools are listed in
Section VIIIA below. School districts
and CBOs must submit a separate
application for each high school that
they propose serving, but may submit as
many applications as they have eligible
schools. Applications submitted by
school districts must include plans to
have one or more CBOs as sub-grantees/
contractors to operate at a minimum the
mentoring component. These proposed
CBO sub-grantees/contractors do not
need to be listed in the application, as
the Department strongly encourages the
use of competition in selecting subgrantees and contractors either before or
after grant award. Applications
submitted by CBOs must have a school
district identified as a partner, with a
signed memorandum of understanding
with the school district included in the
application. To be eligible to apply for
these grants as a CBO, organizations
must be not-for-profit entities and can
operate either nationally or locally.
This solicitation provides background
information and describes the
application submission requirements,
outlines the process that eligible entities
must use to apply for funds covered by
this solicitation, and outlines the
evaluation criteria used as a basis for
selecting the grantees.
Key Dates: The closing date for receipt
of applications under this
announcement is June 11, 2008.
Application and submission
information is explained in detail in
Part IV of this SGA.
ADDRESSES: Applications that do not
meet the conditions set forth in this
SUMMARY:
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notice will not be considered. No
exceptions to the submission
requirements set forth in this notice will
be granted. For detailed guidance,
please refer to Section IV.C.
SUPPLEMENTARY INFORMATION: This
solicitation consists of eight parts:
Part I provides a description of this
funding opportunity.
Part II describes the size and nature of
the anticipated awards.
Part III describes eligibility
information.
Part IV provides information on the
application and submission process.
Part V describes the criteria against
which applications will be reviewed
and explains the proposal review
process.
Part VI provides award administration
information.
Part VII contains DOL agency contact
information.
Part VIII lists additional resources of
interest to applicants and other
information.
I. Funding Opportunity Description
The Employment and Training
Administration announces the
availability of $49.5 million for grants to
serve high schools that have been
designated as persistently dangerous by
State Educational Agencies for the
2007–2008 school year under section
9532 of the Elementary and Secondary
Education Act. The goal of these grants
is to reduce violence within these
schools through a combination of
mentoring, educational, employment,
case management, and violence
prevention strategies.
The high schools that have identified
this year as persistently dangerous have
the following characteristics:
• These high schools are quite large—
many of them have enrollments of over
1,200, and a couple have enrollments of
over 2,000.
• In particular, these high schools
tend to have very large numbers of ninth
graders. Many have over 600 ninth
graders, and some have over 700 ninth
graders.
• The high schools lose great
numbers of students between the 9th
and 12th grades. Almost all of the
schools lose over half of their 9th
graders before they reach the 12th grade,
and many lose over 60 percent of their
9th graders before they reach the 12th
grade.
• These schools serve a
predominantly poor population, with
many of the schools having 70 percent
or more of their students eligible for a
free or reduced lunch.
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]]>Agencies
[Federal Register Volume 73, Number 94 (Wednesday, May 14, 2008)]
[Notices]
[Pages 27849-27852]
From the Federal Register Online via the Government Printing Office [www.gpo.gov]
[FR Doc No: E8-10728]
-----------------------------------------------------------------------
DEPARTMENT OF JUSTICE
National Institute of Corrections
Solicitation for a Cooperative Agreement: Identifying
Characteristics of High Performing Correctional Organizations
AGENCY: National Institute of Corrections, Department of Justice.
ACTION: Solicitation for Cooperative Agreement.
-----------------------------------------------------------------------
SUMMARY: The National Institute of Corrections (NIC) is soliciting
proposals from organizations, groups or individuals to enter into a
cooperative agreement for a 12-month, developmental phase of a new
initiative, ``Identifying the Characteristics of High Performing
Correctional Organizations.'' This project will focus on developing a
methodology to allow organizations to build from their strengths to
identify and bridge gaps between current
[[Page 27850]]
performance and optimal performance in terms of efficiency,
effectiveness and accountability.
Project Goal: The products from this cooperative agreement will be
to establish a model, accompanying assessment methodology, and
appropriate performance measures that define a high performance
correctional agency or system. The model will synthesize the literature
about building high-performance organizations into diagnostic tools
that can be put to practical use by organizations to understand their
business practices and overall performance. The intended user of the
tools are local and state operated jails, prisons and community
corrections agencies or systems.
The intended outcome for this project is to establish a model,
assessment methodology, performance indicators, and practical
strategies to (1) Develop ways to address agency inefficiencies that
result from the lack of a ``holistic'' and integrated perspective; (2)
establish a core set of values or guiding principles that agencies can
apply to correctional disciplines to enhance business practices; (3)
improve organizational performance by assessing strengths, weaknesses,
opportunities, resources and threats; (4) prioritize goals and
objectives; and (5) contain costs associated with operating
correctional agencies and systems. This project will:
Define the ``hard side'' of correctional organizations i.e.
strategic plan, mission statement, capacity building, policy/procedure
etc; their leadership and management philosophy; organizational
structure; and other operational characteristics.
Identify methods to improve the infrastructure, activities, and
outputs of correctional organizations to be better aligned with
operational practices, community partnerships, offender reentry and the
best use of resources.
Identify evidence based and/or best practices.
Develop and test tools that can be put to practical use.
Develop methods to measure the degree to which correctional
organizations are functioning that comprises the actual output or
result measured against its intended outputs or goals and objectives in
determining performance.
DATES: Applications must be received by 4 p.m. EST on Thursday, June
19, 2008. Selection of the successful applicant and notification of
review results to all applicants no later than July 31, 2008 for
projects to begin by September 1, 2008.
ADDRESSES: Mailed applications must be sent to Director, National
Institute of Corrections, 320 First Street, NW., Room 5007, Washington,
DC 20534. Applicants are encouraged to use Federal Express, UPS, or
similar service to ensure delivery by the due date. Hand delivered
applications should be brought to 500 First Street, NW., Washington, DC
20534. At the front desk, call (202) 307-3106, extension 0 for pickup.
Faxed applications will not be accepted. The only electronic
applications (preferred) that will be accepted must be submitted
through https://www.grants.gov.
FOR FURTHER INFORMATION CONTACT: A copy of this announcement and the
required application forms can be downloaded from the NIC Web site at
https://www.nicic.gov.
All technical or programmatic questions concerning this
announcement should be directed to Sherry Carroll, Correctional Program
Specialist, National Institute of Corrections. Ms. Carroll can be
reached by calling 1-800-995-6423 ext 0378 or by e-mail at
scarroll@bop.gov.
SUPPLEMENTARY INFORMATION:
Background: Correctional leaders receive a constant stream of
advice on the essential elements and functions that constitute
professional correctional management and practices. A large literature,
much of it based on studies of private sector practices, exists on the
best leadership, management, and organizational strategies to produce
high performance organizations. At the same time, there are a number of
recommended ``best practices'' being offered through training and
technical assistance by NIC, other government agencies, and
professional organizations or from researchers and academicians on how
to best operate correctional agencies and systems. To date, however,
there has been little progress in identifying which of these many
recommendations are related to higher performance and, if related, how
they can be measured.
Progress to date: During 2006, NIC sponsored a workgroup of subject
matter experts. The group identified nine categories or core guiding
principles considered as important factors in determining criminal
justice system performance on the State or local governance level for
community corrections. Those principles are: (1) Leadership and
Management Development, (2) Information and Knowledge Management; (3)
Comprehensive Criminal Justice Planning, (4) Offender Management (5)
Collaborative Partnerships, (6) Organizational Development, (7)
Accurate, Fair and Timely Processes, (8) Stewardship of Public
Resources, and (9) Public Safety.
The applicant awarded this cooperative agreement will continue to
draw from the literature to further define or shape those principles at
a macro level to span across, and determine their applicability to,
jails, prisons, and community corrections agencies at the State and
local levels. There are several NIC products that can be found on the
Internet (https://www.nicic.gov) that relate to core guiding principles
such as collaborative problem solving for criminal justice,
implementing evidence based principles in community corrections, gender
responsivity principles and leadership/core competencies.
Goals of Identifying Characteristics of a High Performing
Correctional Organizations Cooperative Agreement: The goal is to
develop a model that will synthesize the literature about building
high-performance organizations into diagnostic tools that can be put to
practical use by practitioners and organizations to understand their
business practices and overall performance. The project is multi-tiered
to include a general set of core principles then tailored to
organizational business practices/applications specific to correctional
disciplines (jails, prisons and community corrections).
If an organization is under-utilizing resources then it may be
performing at a level below its potential. The model and assessment
tools developed under this award will allow agencies to develop and
improve their operational infrastructure and build their capacity in a
number of areas. In building capacity agency-wide, it may include, but
is not limited to, operational management, organizational development
principles, business practices, program and offender management,
financial processes, accountability and quality assurance.
As this project continues, it will also incorporate the ``soft
side'' or informal characteristics of an organization's culture often
referred to as ``the way things are really done'' and test how and to
what degree those cultural factors can, in conjunction with the ``hard
side'' (or formal business practices) either enhance or obstruct
efforts to improve performance. The practitioner will have the ability
to understand the interaction between both the operational and cultural
aspects of an organization. The practitioner can then understand how
and why the system operates as it does,
[[Page 27851]]
employ intervention strategies and improve performance.
At selected points in the process, the NIC project manager will
have sign off authority for the project to move forward and approval to
release any information about the project. The selected sign-off points
will be determined as the project plans are developed and approved by
NIC.
There are three (3) tasks to be achieved under this cooperative
agreement: (1) Conduct Research, to identify, develop, and test
assessment instruments, tools, and resources, (2) Engage Stakeholders
in High Performing Correctional Organization concepts, and (3) Produce
Deliverable Products.
Under Task 1, Conduct Research, the project will develop an
operational definition of a high performing correctional organization
and what business practices/processes they should perform. The
definition will be based on a review and synthesis of existing
literature from both the public and private sectors on business
practices and change strategies that can be tested in correctional
agencies or systems. In addition, the project will synthesize previous
work on performance measurements for jails, prisons, and community
corrections agencies and identify new performance indicators that could
be used for each.
Subtasks under Task 1 will include:
Subtask 1.1: Conduct site visits to organizations considered high
performing.
Subtask 1.2: Conduct research to validate characteristics and needs
of the correctional agencies or systems.
Subtask 1.3: Conduct research and analysis of correctional
resources for building the framework.
Subtask 1.4: Conduct research on strength based, evidence based and
best practices.
Subtask 1.5: Review current and relevant research on private and
public sector business practices.
Subtask 1.6: Research literature review on organizational
structures (hierarchy, matrix, etc).
Under Task 2, Engage stakeholders in High Performing Correctional
Organization concepts, the project will engage the field to review and
refine the results of Task 1. Subtasks under Task 2 will include:
Subtask 2.1: Convene experts and thought leaders (from the
corrections field, academia, consultant firms, NIC, and criminal
justice system related organizations) to hold meetings and focus groups
in contributing to the building of the framework, methodology, and
assessment tool.
Subtask 2.2: Assist NIC in creating partnership opportunities to
inform and advance work.
Under Task 3, Produce Deliverable Products, a number of
deliverables will be produced as a result of the project's activities.
The format of the deliverable products (reports, presentations, and
activities) will be defined through the course of the work, but their
content is listed below.
Subtasks under Task 3 will include:
Subtask 3.1: A definition of high performing correctional
organizations.
Subtask 3.2: A description of the principles, requirements, and
measurements of a ``high performing'' organization for correctional
systems (jails, prisons, and community corrections) and ``hard-side''
business practices.
Subtask 3.3: A methodology for engaging agencies in using the
framework, assessment processes, tools and resources.
Subtask 3.4: A comparison of exiting tools and resources.
Subtask 3.5: A set of tools and resources that correctional
agencies can use to assess performance, prepare for performance
improvements, and implement change efforts.
Subtask 3.6: A methodology to test, analyze and modify tools.
Subtask 3.7: A basic set of performance indicators appropriate for
use in prisons, jails, and community corrections agencies.
Subtask 3.8: A protocol for implementing a self-assessment tool.
Subtask 3.9: A report suitable for publication on the Initiative's
intent, concepts, and application.
Subtask 3.10: A written strategy for marketing and increasing
receptivity to high performing correctional organizations.
Proposal Preparation: The successful applicant must demonstrate a
logic model for building initially and sustaining over time the
capacity required at state and local governance levels. The proposal
must include a strategic plan detailing how the work will be organized
and completed, project goals and objectives, methodologies, a list of
involved persons and their roles, a budget, and experience working with
organizational performance and business practices. The proposal and
experience should address previously stated goals and objectives in
this solicitation.
Required Expertise: It is highly desirable for the successful
applicant to demonstrate experience in:
Facilitation of meetings and planning sessions of advisory
committee, work groups and other stakeholders.
Experience collecting documentation and communicating multi-level
strategies, information pieces, progress, time lines, budgets, meetings
records and surveys.
Management of overall project organization and business processes.
Assessing, interpreting and summarizing research in relevant
fields.
Acting as liaison and manager with research experts connected to
the project.
Conceptualization of content and process and the ability to
translate concepts into appropriate documents and other forms of
communication.
Experience in guiding multiple organizations/agencies through a
significant change process and case studies must be identified in the
application.
Knowledge of public administration concepts and correctional
organization business practices.
Display technical writing skills and can provide professional
editing services.
Application Requirements: The application should be concisely
written, typed double spaced and reference the ``NIC Application
Number'' and Title provided in this announcement. The application
package must include: OMB Standard Form 424, Application for Federal
Assistance, a cover letter that identifies the audit agency responsible
for the applicant's financial accounts as well as the audit period or
fiscal year that the applicant operates under (e.g., July 1 through
June 30), a program narrative responding to the requirements in this
announcement, a description of the qualifications of the applicant(s),
an outline of projected costs, and the following forms: OMB Standard
Form 424A, Budget Information--Non-Construction Programs, OMB Standard
Form 424B, Assurances--Non-Construction Programs (these forms are
available in https://www.grants.gov), DOJ/NIC Certification Regarding
Lobbying; Debarment, Suspension and Other Responsibility Matters; and
Drug-Free Workplace Requirements (available at https://www.nicic.gov/
Downloads/PDF/certif-frm.pdf.)
The program narrative text should be limited to 15 double spaced
pages, exclusive of resumes and summaries of experience. Please do not
submit full curriculum vitae. A telephone conference will be conducted
for persons receiving this solicitation and having a serious intent to
respond on Wednesday, June 5, 2008, at 2 p.m. EDST. Please notify
Sherry Carroll electronically at scarroll@bop.gov by close of business
on June 3, 2008,
[[Page 27852]]
regarding your interest in participating in the conference. You will be
provided a call-in number and instructions. Any other questions
regarding this solicitation should also be addressed to Sherry Carroll
at scarroll@bop.gov.
Authority: Pub. L. 93-415.
Funds Available: NIC is seeking the applicants' best ideas
regarding accomplishment of the scope of work and the related costs for
achieving the goals of this solicitation. The final budget and award
amount will be negotiated between NIC and the successful applicant.
Funds may only be used for the activities that are linked to the
desired outcome of the project. No funds are transferred to state or
local governments.
This project will be a collaborative venture with the NIC Research
and Evaluation Division.
Eligibility of Applicants: An eligible applicant is any public or
private agency, educational institution, organization, individual or
team with expertise in the described areas.
Review Considerations: Applications received under this
announcement will be subjected to a 3 to 7 person NIC Review Process.
Number of Awards: One.
NIC Application Number: 08PEI19. This number should appear as a
reference line in the cover letter, and in box 4a of Standard Form 424
and outside of the envelope in which the application is sent.
Catalog of Federal Domestic Assistance Number: 16.602.
Executive Order 12372: This program is not subject to the
provisions of Executive Order 12372.
Morris L. Thigpen,
Director, National Institute of Corrections.
[FR Doc. E8-10728 Filed 5-13-08; 8:45 am]
BILLING CODE 4410-36-P
