Opportunity Information: Apply for 19JD06
The Jail Administration for New Sheriffs grant opportunity (Funding Opportunity Number 19JD06) was a discretionary funding initiative from the U.S. Department of Justice, National Institute of Corrections (NIC), offered as a cooperative agreement. Its purpose was to support the development of a training curriculum aimed at helping newly elected or newly appointed sheriffs strengthen their ability to run safe, effective local jail operations. The opportunity is rooted in the reality that a large share of U.S. jails are overseen by local sheriffs, and many sheriffs step into the role with extensive policing experience but limited background in detention and corrections administration. The award was structured as a single expected award with a ceiling of $80,000, with an original application deadline of August 25, 2019 (posted July 10, 2019). The associated CFDA number was 16.601.
The intended audience for the training was graduates of the National Sheriffs' Institute (NSI). The central idea was to take the leadership principles that sheriffs learn through NSI and translate them into the day-to-day realities of jail governance, risk management, staffing, and community accountability. Rather than treating jail administration as purely technical or compliance-based, the curriculum was meant to frame jail operations as a leadership responsibility that touches organizational culture, county politics, public trust, and legal exposure. In practical terms, the training would help sheriffs connect leadership decisions to outcomes like staff performance, operational consistency, safety, and reduced liability.
The curriculum was to be organized around nine core areas of concern. These included: (1) the sheriff as a leader, emphasizing the unique authority and accountability sheriffs hold in detention settings; (2) how organizational culture is shaped by the sheriff's leadership, including norms, ethics, and expectations that influence staff behavior; (3) operational philosophy, meaning the values and guiding approach that drive how the jail is managed and how decisions are made; (4) the role, purpose, and defining characteristics of a jail, clarifying what a jail is designed to do and how it differs from other correctional institutions; (5) liability and standards, focusing on legal risks, required practices, and how adherence to standards protects both the agency and the people in its custody; (6) critical aspects of jail operations, with an emphasis on seeing the jail as part of the county government's broader agenda rather than an isolated facility; (7) the sheriff's leadership in promoting optimal staff performance, including supervision, morale, accountability systems, and professional development; (8) the sheriff's leadership in managing the external environment, especially communications and relationships with stakeholders such as county officials, courts, community partners, and the public; and (9) guidance on where a sheriff should begin, recognizing that new sheriffs often need a clear starting point and a structured plan to assess operations and set priorities.
A key reference for the work was NIC's publication "Sheriff's Guide to Effective Jail Operations," which was intended to serve as a foundational resource and supporting text for the curriculum. Overall, the opportunity focused on building a practical, leadership-driven training program that helps NSI-trained sheriffs translate broad leadership competencies into correctional leadership actions, improving jail performance, reducing operational risk, and strengthening coordination with county government and external partners.Apply for 19JD06
- The Department of Justice, National Institute of Corrections in the other (see text field entitled explanation of other category of funding activity for clarification) sector is offering a public funding opportunity titled "Jail Administration for New Sheriffs" and is now available to receive applicants.
- Interested and eligible applicants and submit their applications by referencing the CFDA number(s): 16.601.
- This funding opportunity was created on Jul 10, 2019.
- Applicants must submit their applications by Aug 25, 2019. (Agency may still review applications by suitable applicants for the remaining/unused allocated funding in 2026.)
- Each selected applicant is eligible to receive up to $80,000.00 in funding.
- The number of recipients for this funding is limited to 1 candidate(s).
- Eligible applicants include: Others (see text field entitled Additional Information on Eligibility for clarification).
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Frequently Asked Questions (FAQs)
What is the "Jail Administration for New Sheriffs" grant opportunity?
The Jail Administration for New Sheriffs opportunity (Funding Opportunity Number 19JD06) was a discretionary funding initiative from the U.S. Department of Justice, National Institute of Corrections (NIC). It was offered as a cooperative agreement to support the development of a training curriculum for newly elected or newly appointed sheriffs focused on safe, effective local jail operations.
Which federal agency offered this opportunity?
This opportunity was offered by the U.S. Department of Justice (DOJ), National Institute of Corrections (NIC).
What type of funding mechanism was used?
The opportunity was offered as a cooperative agreement.
Was this a discretionary or formula grant program?
It was described as a discretionary funding initiative.
What was the purpose of the grant?
The purpose was to support the development of a training curriculum designed to help newly elected or newly appointed sheriffs strengthen their ability to run safe, effective local jail operations, with an emphasis on leadership-driven jail governance rather than purely technical or compliance-based administration.
Why was this training curriculum considered necessary?
The opportunity was rooted in the reality that a large share of U.S. jails are overseen by local sheriffs, and many sheriffs enter the role with substantial policing experience but limited background in detention and corrections administration. The curriculum was intended to bridge that gap by translating leadership principles into practical jail administration.
Who was the intended audience for the training?
The intended audience for the training was graduates of the National Sheriffs' Institute (NSI).
How was the curriculum supposed to connect to the National Sheriffs' Institute (NSI)?
The central idea was to take the leadership principles sheriffs learn through NSI and translate them into the day-to-day realities of jail governance, risk management, staffing, and community accountability.
What overall approach was the curriculum expected to take?
Rather than treating jail administration as purely technical or compliance-based, the curriculum was meant to frame jail operations as a leadership responsibility that influences organizational culture, county politics, public trust, and legal exposure. It aimed to help sheriffs connect leadership decisions to operational outcomes such as staff performance, consistency, safety, and reduced liability.
How many awards were expected under this opportunity?
The award was structured as a single expected award.
What was the maximum award amount (funding ceiling)?
The funding ceiling was $80,000.
What was the application deadline?
The original application deadline was August 25, 2019.
When was the opportunity posted?
The opportunity was posted on July 10, 2019.
What is the Funding Opportunity Number (FON) for this grant?
The Funding Opportunity Number was 19JD06.
What CFDA number was associated with this opportunity?
The associated CFDA number was 16.601.
What were the key topic areas the curriculum needed to cover?
The curriculum was to be organized around nine core areas of concern: (1) the sheriff as a leader; (2) organizational culture shaped by the sheriff's leadership; (3) operational philosophy; (4) the role, purpose, and defining characteristics of a jail; (5) liability and standards; (6) critical aspects of jail operations (including how the jail fits into the county government's broader agenda); (7) the sheriff's leadership in promoting optimal staff performance; (8) the sheriff's leadership in managing the external environment; and (9) where a sheriff should begin (a structured starting point for new sheriffs).
What does "the sheriff as a leader" mean in the context of this curriculum?
It refers to emphasizing the unique authority and accountability sheriffs hold in detention settings, positioning jail administration as a leadership responsibility with direct implications for safety, performance, and public trust.
How did the opportunity describe the role of organizational culture in jail operations?
Organizational culture was described as being shaped by the sheriff's leadership, including norms, ethics, and expectations that influence staff behavior.
What is meant by "operational philosophy" in the curriculum outline?
Operational philosophy referred to the values and guiding approach that drive how the jail is managed and how decisions are made.
How did the opportunity distinguish a jail from other correctional institutions?
One core area focused on clarifying the role, purpose, and defining characteristics of a jail, including what a jail is designed to do and how it differs from other correctional institutions.
What did the "liability and standards" area focus on?
It focused on legal risks, required practices, and how adherence to standards protects both the agency and the people in its custody.
What did the opportunity emphasize about the jail's relationship to county government?
The curriculum was expected to emphasize seeing the jail as part of the county government's broader agenda rather than an isolated facility, and to address critical aspects of jail operations through that lens.
What staff-related leadership topics were expected to be included?
The curriculum was to address the sheriff's leadership in promoting optimal staff performance, including supervision, morale, accountability systems, and professional development.
What external relationship and communication topics were expected to be included?
The curriculum was to cover the sheriff's leadership in managing the external environment, especially communications and relationships with stakeholders such as county officials, courts, community partners, and the public.
What does "where a sheriff should begin" refer to?
It refers to guidance recognizing that new sheriffs often need a clear starting point and a structured plan to assess operations and set priorities.
What reference material was identified as foundational to the curriculum?
A key reference for the work was NIC's publication "Sheriff's Guide to Effective Jail Operations," intended to serve as a foundational resource and supporting text for the curriculum.
What outcomes was the training intended to improve?
The opportunity emphasized helping sheriffs translate leadership competencies into correctional leadership actions to improve jail performance, reduce operational risk, reduce liability exposure, and strengthen coordination with county government and external partners.
How did the opportunity frame jail administration beyond compliance?
It framed jail operations as leadership work that affects organizational culture, county politics, public trust, and legal exposure, not simply a checklist of technical tasks or compliance requirements.
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