( 2 day training limited to 30 participants )

People are usually promoted because they have performed well as a staff member and have exhibited qualities that demonstrate commitment to the organization and to excellence in their field.

However, promoted staff members can be placed under a great deal of stress if not enough attention is given to the development of good management and leadership skills. Add in professional jealousy, resistance to change and other aspects typical of human nature, and a whole new level of pressure is reached.

NCTI's Survival Skills workshop provides managers and supervisors with an assortment of personnel management and leadership skills that will help smooth their transition from staff to management.

During the Survival Skills for Managers and Supervisors workshop, participants will:

• Discover and demonstrate the differences between leading and managing.
• Learn how to become an effective leader and bring staff members on board with their plans.
• Examine how roles and responsibilities change upon promotion to a management position.
• Practice effective methods of delivering the hard messages required of managers.
• Learn how to support management decisions they may not agree with.

( 2 day training limited to 30 participants )

Hands on-skill based training around recidivism reduction techniques is appropriate for supervisors and case managers who are looking for an in-depth understanding of what constitutes an evidence based practice agency. This two-day training includes an overview of the meta-analysis research around risk reduction and provides short, experiential exercises to introduce the skills necessary to apply evidence based techniques. The content of evidence based practices involves eight principles based on social learning and the skill portion of the training includes techniques in motivational interviewing, applying responsivity principles, developing a case plan, facilitating cognitive behavioral groups, use of thinking reports and other reinforcing techniques, applying quality assurance tools to the practices used by probation staff, and using data to manage an agency around risk reduction.

Upon completion of Evidence-Based Practices in Corrections participants will be able to:

• Recognize practices that do and don’t lead to reduced recidivism,
• Describe the components needed to be implemented for the justice system to effect these changes,
• Apply a skill set that must be in place for an agency to fully integrate evidence based practices with fidelity.

About the Faculty:
Mark Carey is a trainer and consultant with the Cary Group Learning Center. He served as the Deputy Commissioner of Community and Juvenile Services in the Minnesota Department of Corrections from 1999 to 2003. He was the warden at the only women’s state prison in Minnesota, MCF-Shakopee, Director of Dakota County Community Corrections, and prior to that, the Director of Dodge-Fillmore-Olmsted County Community Corrections. He has over 20 years of experience in the correctional field serving as a counselor, probation/parole officer, planner, administrator, and consultant. He taught juvenile justice at the Community College in Rochester, Minnesota, and has published over a dozen articles and two books.

He has served as president and chair for a number of associations and task forces, and frequently is requested as a speaker and trainer. In 1993, he was selected as the Corrections Person of the Year by the Minnesota Corrections Association. In 1996 he received the American Probation and Parole Association (APPA) Sam Houston University Award. Mark has been on the APPA Board of Directors since 1997 and is currently the president of the American Probation and Parole Association.

( One day training )

Developing and maintaining effective relationships with a union or certified representative is a key leadership skill. This interactive course provides leaders with the opportunity to learn and practice interest based negotiation, consensus building, and relationship building skills. Participants leave the course with a personalized action plan for activities back at the office.

Participants attending this training will:

• Understand the basis for union and management rights in a negotiated agreement
• Assess their organizationӳ current relationship to a bargaining unit
• Learn and practices interest-based negotiation skills, consensus building, and relationship building skills
• Develop a customized action plan to implement skills learned

About the Faculty:
Barbara Chatzkel is a Senior Partner of The Carey Group. Barbara is an experienced Executive and Business Coach who specializes in organizational transition and change. She helps public, private and not-for-profit organizations clarify and reach their performance excellence goals. Recently, she led an organizational transition team that orchestrated the organization changes required for a major federal agency to implement a web-based process that impacted several thousand customers and 30,000 employees. This included focus groups, requirements conferences, technical reviews, demonstrations, simulations, and usability testing.

Barbara retired from the Internal Revenue Service (IRS) in 2000 as the National Director of Quality where she was responsible for process reengineering and redesign. She led multiple reengineering teams for IRS that saved taxpayers millions of dollars and streamlined processing time from months to hours. She also implemented the Malcolm Baldrige National Quality Award (MBNQA) criteria throughout the 100,000 employee organization in conjunction with the National Treasury EmployeesҠUnion (NTEU).

Barbara is a Certified Quality Manager and a Certified Quality Auditor. She was a Malcolm Baldrige National Quality Award Examiner for 2 years, is a Judge for the Tennessee Center for Performance Excellence, is on the Technical Integrity Committee for the Arizona Quality Alliance, and is a graduate of Corporate Coach University.

( One day training )

Everyone communicates all the time, but not all communications are effective. This interactive workshop provides participant with a “tune-up” of their communication skills including communication preferences, giving and receiving feedback, team communication, moving to consensus and communicating upward and downward within the organization. Participants have the opportunity to evaluate themselves in a number of key communication areas. This workshop can also be customized to be presented on-site to workgroups.

Participants attending this training will:

• Gain insight into personal communication style preferences through exercises and checklists
• Learn and practices skills in giving and receiving feedback
• Understand team communication dynamics
• Develop a customized action plan to implement skills learned

About the Faculty:
Barbara Chatzkel is a Senior Partner of The Carey Group. Barbara is an experienced Executive and Business Coach who specializes in organizational transition and change. She helps public, private and not-for-profit organizations clarify and reach their performance excellence goals. Recently, she led an organizational transition team that orchestrated the organization changes required for a major federal agency to implement a web-based process that impacted several thousand customers and 30,000 employees. This included focus groups, requirements conferences, technical reviews, demonstrations, simulations, and usability testing.

Barbara retired from the Internal Revenue Service (IRS) in 2000 as the National Director of Quality where she was responsible for process reengineering and redesign. She led multiple reengineering teams for IRS that saved taxpayers millions of dollars and streamlined processing time from months to hours. She also implemented the Malcolm Baldrige National Quality Award (MBNQA) criteria throughout the 100,000 employee organization in conjunction with the National Treasury Employees’ Union (NTEU).

Barbara is a Certified Quality Manager and a Certified Quality Auditor. She was a Malcolm Baldrige National Quality Award Examiner for 2 years, is a Judge for the Tennessee Center for Performance Excellence, is on the Technical Integrity Committee for the Arizona Quality Alliance, and is a graduate of Corporate Coach University.

( One day training )

New laws and regulations are developed and put into effect with increasing frequency. As a leader, it is your responsibility to make sure your department is in compliance with the new directive, most often without additional resources. This interactive workshop uses a case study to learn the strategic planning and action planning steps necessary to successfully implement new laws and regulations. Participants also have the opportunity to deal with current situations within their departments including personnel, financial, logistics, and judicial impacts.

Participants attending this training will:

• Understand the factors influencing compliance with new laws and regulations
• Describe a strategic planning and action planning process to implement new laws and regulations
• Develop an action plan including personnel, financial, logistics and judicial areas to implement back at the office

About the Faculty:
Barbara Chatzkel is a Senior Partner of The Carey Group. Barbara is an experienced Executive and Business Coach who specializes in organizational transition and change. She helps public, private and not-for-profit organizations clarify and reach their performance excellence goals. Recently, she led an organizational transition team that orchestrated the organization changes required for a major federal agency to implement a web-based process that impacted several thousand customers and 30,000 employees. This included focus groups, requirements conferences, technical reviews, demonstrations, simulations, and usability testing.

Barbara retired from the Internal Revenue Service (IRS) in 2000 as the National Director of Quality where she was responsible for process reengineering and redesign. She led multiple reengineering teams for IRS that saved taxpayers millions of dollars and streamlined processing time from months to hours. She also implemented the Malcolm Baldrige National Quality Award (MBNQA) criteria throughout the 100,000 employee organization in conjunction with the National Treasury Employees’ Union (NTEU).

Barbara is a Certified Quality Manager and a Certified Quality Auditor. She was a Malcolm Baldrige National Quality Award Examiner for 2 years, is a Judge for the Tennessee Center for Performance Excellence, is on the Technical Integrity Committee for the Arizona Quality Alliance, and is a graduate of Corporate Coach University.

( One day training )

It is a well-known adage that what gets measured gets done. The key is to know what to measure and how to measure it! This basic course utilizes a seven-step measures development process and case study to teach how to develop both process and results measures. This workshop can also be customized to be presented on-site to workgroups.

Participants attending this training will:

• Understand the reasons for measurement
• Determine the difference between a process and a results measure
• Learn what the right things are to measure
• Learn and practice a seven-step measures development process that includes determining customer requirements, determining critical process points, developing process and results measures, identifying data sources, and validating measures

About the Faculty:
Barbara Chatzkel is a Senior Partner of The Carey Group. Barbara is an experienced Executive and Business Coach who specializes in organizational transition and change. She helps public, private and not-for-profit organizations clarify and reach their performance excellence goals. Recently, she led an organizational transition team that orchestrated the organization changes required for a major federal agency to implement a web-based process that impacted several thousand customers and 30,000 employees. This included focus groups, requirements conferences, technical reviews, demonstrations, simulations, and usability testing.

Barbara retired from the Internal Revenue Service (IRS) in 2000 as the National Director of Quality where she was responsible for process reengineering and redesign. She led multiple reengineering teams for IRS that saved taxpayers millions of dollars and streamlined processing time from months to hours. She also implemented the Malcolm Baldrige National Quality Award (MBNQA) criteria throughout the 100,000 employee organization in conjunction with the National Treasury Employees’ Union (NTEU).

Barbara is a Certified Quality Manager and a Certified Quality Auditor. She was a Malcolm Baldrige National Quality Award Examiner for 2 years, is a Judge for the Tennessee Center for Performance Excellence, is on the Technical Integrity Committee for the Arizona Quality Alliance, and is a graduate of Corporate Coach University.

( One day training )

Effective Community Corrections, especially in an Evidence-Based Policy and Practice context, requires the collective work and collaborative integration of the multiple skills, perspectives and experiences possessed by all stakeholders involved. It is a practice whose outcome—the reduction of offender recidivism and enhancement of public safety--is beyond the reach of any single individual, individual unit, or individual agency. It can only be achieved through the active and simultaneous collaboration and participation of numerous governmental agencies and representatives of the community. Teams, with their emphasis on high performance and mutual accountability, are one approach for producing community safety. Although most managers and staff in community corrections are familiar with working on their own or in hierarchical groups, they have little experience in the discipline of teams.

Participants attending this training will be able to:

• Describe the “team performance” curve.
• Distinguish among work groups (single leader group), pseudo-teams, teams and high performance teams.
• Match the appropriate performance option to the type of performance problem.
• List the five characteristics of team discipline
• Apply the three skills of effective teams.
• Describe the stages of team development

About the Faculty:
Frank Domurad is Vice-President of The Carey Group. He served as Director of Staff and Organizational Development and Deputy Commissioner for Planning, Administration and Technology in the New York City Department of Probation. He directed the design, implementation and evaluation of one of the City’s largest reengineering projects, Adult Supervision Restructuring (ASR), which restructured how Probation supervised 115,000 probationers and has cumulatively saved almost $40 million in budget expenses. He has written and trained extensively in evidence-based practice, cognitive-behavioral interventions, organizational development and change management, organizational culture, team building and collaboration, professional assessment/DACUM, strategic planning, e-learning, technology and public safety, and terrorism and homeland security. He is also expert in public finance and public policy at the federal, state, and local levels of government and was the Deputy Auditor General for New York City, overseeing over thirty city agencies with a combined budget of $45 billion.

( One day training )

Just before she died, the great American actress Betty Davis was asked what she thought about getting on in years. She retorted, as only the star of movies such as Jezebel and The Little Foxes could, “growing old ain’t for sissies.” Without a doubt, many of today’s corrections executives, managers, and supervisors who have embarked down the path of evidence-based policy and practices (EBPP) in their agencies know exactly how Davis felt. They have discovered that trying to provide the leadership for instituting a research-driven basis for their operations is not for the faint of heart. It involves a level of personal and political courage that few of them probably ever imagined necessary when they started. It requires abandoning cherished concepts and ideas about how to run a correctional organization and adopting the principles and practices of evidence-based management (EBM).

Participants attending this training will be able to:

• Define the characteristics of evidence-based management (EBM)
• Identify correctional “never” (adverse) events
• Embrace and learn from errors and mistakes
• Distinguish between the practice of rational decision-making and just “muddling through”
• Gain control of the evidence-based management research agenda
• Reconcile themselves to the fact that doing science in government and corrections is always a messy and unfinished business
• Approach EBM with hope and courage

About the Faculty:
Frank Domurad is Vice-President of The Carey Group. He served as Director of Staff and Organizational Development and Deputy Commissioner for Planning, Administration and Technology in the New York City Department of Probation. He directed the design, implementation and evaluation of one of the City’s largest reengineering projects, Adult Supervision Restructuring (ASR), which restructured how Probation supervised 115,000 probationers and has cumulatively saved almost $40 million in budget expenses. He has written and trained extensively in evidence-based practice, cognitive-behavioral interventions, organizational development and change management, organizational culture, team building and collaboration, professional assessment/DACUM, strategic planning, e-learning, technology and public safety, and terrorism and homeland security. He is also expert in public finance and public policy at the federal, state, and local levels of government and was the Deputy Auditor General for New York City, overseeing over thirty city agencies with a combined budget of $45 billion.