7-2 Final Project: Management Plan
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CJ 330 Final Project Guidelines and Rubric
Overview
The final project for this course is the creation of a management planmanagement planmanagement planmanagement plan.
What does it take to be a leader in the criminal justice system? In this position of authority and power, there are a number of skills and requirements necessary to present yourself not only as a
manager internally, but also as a leader in the community. Each day, the criminal justice administrator is required to make decisions, formulate policies, communicate with the community,
interact with other agencies, and maintain the integrity of his or her department while doing so ethically and responsibly.
The final project for this course will allow you to see yourself in the role of a criminal justice manager where you will apply your knowledge of leadership skills to resolve your organization’s
issues through the development of a management plan.
The project is divided into four milestonesfour milestonesfour milestonesfour milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final submissions. These milestones will
be submitted in Modules Two, Three, Four, and FiveModules Two, Three, Four, and FiveModules Two, Three, Four, and FiveModules Two, Three, Four, and Five. The final submission will occur in Module Seven.The final submission will occur in Module Seven.The final submission will occur in Module Seven.The final submission will occur in Module Seven.
In this assignment, you will demonstrate your mastery of the following course outcomes:In this assignment, you will demonstrate your mastery of the following course outcomes:In this assignment, you will demonstrate your mastery of the following course outcomes:In this assignment, you will demonstrate your mastery of the following course outcomes:
Evaluate the importance of communication within a criminal justice agency and its community to improve and maintain the effectiveness of the organization
Analyze the importance of performance evaluations and assessments for developing desired criminal justice objectives
Demonstrate the leadership qualities of a criminal justice manager in authentic scenarios for effectively resolving situations
Interpret court decisions for developing effective internal management policies within the agency
Prompt
For the final assessment, you will choose the role of either a police captain, a correctional facilities manager, or a chief probation officer and develop a management plan to address the needs of
your organization and community. For this scenario, you will need to imagine your agency as an organization in need of improvement. Specifically, you are experiencing the following issues:
Your attrition rate has risen due to an influx in retirements, your former training practices are outdated, necessary policies that need immediate attention have gone unwritten, and you have
been criticized by other local criminal justice organizations for your lack of cooperation and collaboration in recent cases. As the manager, it is your duty to set in place proper goals to ensure
that the necessary changes are made. Consider the qualities and attributes a manager would need to possess in deciding how to resolve these issues.
Specifically, the following critical elementscritical elementscritical elementscritical elements must be addressed:
Steps of a Management PlanSteps of a Management PlanSteps of a Management PlanSteps of a Management Plan:
The following are the steps of a management plan for your organization. For each of the steps, you will be required to come up with ideas and solutions to improve your agency. You will need to
take into consideration the needs of not only your organization internally, but also the needs of your community.
I. Establish GoalsEstablish GoalsEstablish GoalsEstablish Goals
A. Create four goalsgoalsgoalsgoals, one for each of the following areas in your organization that require improvement:
1. Recruitment and Hiring
2. Training
3. Disciplinary and Accountability Processes
4. Departmental Cooperation
B. In achieving your goal to recruit and hire new employees, what do you believe are the characteristics of a new hire that would create a good officergood officergood officergood officer? Why?
C. What sorts of assessments could you implement as a manager to ensure that your new hires possess the qualitiesqualitiesqualitiesqualities you see as most desirable? Why are these the appropriate
assessments?
D. Examine the importance of trainingtrainingtrainingtraining new hires in your organization. How would you ensure that all new hires acquired the proper training?
E. Analyze the importance of performance evaluations, and explain how they can be used to address disciplinary and accountabilitydisciplinary and accountabilitydisciplinary and accountabilitydisciplinary and accountability issues within your organization.
F. What are the advantages and disadvantages of departmental cooperationdepartmental cooperationdepartmental cooperationdepartmental cooperation? How does this cooperation impact the effectiveness of the organizations?
II. Identify ResourcesIdentify ResourcesIdentify ResourcesIdentify Resources
Identify the resources you will use to influence your managementplan:
A. The case of Tennessee v. Garner placed restrictions on the use of deadly force. Identify major elements of this case that would help in the development of a policy that would
address how your organization would handle an accusation of an officer using unauthorized deadly forceunauthorized deadly forceunauthorized deadly forceunauthorized deadly force.
!"
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B. How do you identify relevant court decisionsrelevant court decisionsrelevant court decisionsrelevant court decisions when you are developing internal management policies? In other words, how do you determine if a court decision impacts your
organization and requires you, as a manager, to develop or update your policies?
C. What are the advantages and disadvantages of taking into consideration feedback from your communityfeedback from your communityfeedback from your communityfeedback from your community in attempting to improve the effectiveness of your organization?
III. Establish Goal-Related TasksEstablish Goal-Related TasksEstablish Goal-Related TasksEstablish Goal-Related Tasks
Develop tasks related to the goals you created in Milestone One utilizing each element below. You need to address each of the below elements in your tasks, but not every goal will
address each element.
A. A new law was just enacted in your state where anyone charged with domestic violence cannot carry a firearm pending trial. Your department does not yet have a policy that
addresses an officer who is charged with domestic violence. What are key things you should consider in developing a policy based on the court decision?
B. Your community has started to lose faith in your organization’s ability to positively contribute. What is the importance of communicating with the community that you are doing
everything in your power as a manager to improve your image, and how would you go about communicating this?
C. What elements would be necessary in designing a recruitment/hiring process to improve the integrity within your organization? Why are these elements necessary?
IV. Prioritize Goals and TasksPrioritize Goals and TasksPrioritize Goals and TasksPrioritize Goals and Tasks
A. As a manager, you need to rank your goals and tasks by importance. Rank your goals and tasks, and explain your process.
B. What input do you take internally and from the community in prioritizing the goals and tasks you have set?
V. Create Assignments and TimelinesCreate Assignments and TimelinesCreate Assignments and TimelinesCreate Assignments and Timelines
A. To what levelslevelslevelslevels of your organization do you assign these tasks? Why?
B. Develop appropriateappropriateappropriateappropriate timelines for each of your goals and tasks. Why are these appropriate for these tasks?
C. What means of communication can you utilize to ensure that your assignments are being carried outcarried outcarried outcarried out in the way you intended and on the timelines you developed? Why would
these be the most effective ways to communicate?
VI. Establish Evaluation MethodsEstablish Evaluation MethodsEstablish Evaluation MethodsEstablish Evaluation Methods
A. What criteriacriteriacriteriacriteria are necessary to see if you have met your goals, and what is the importance of having these criteria?
B. Using these criteria, how will you know if you have metmetmetmet each of your objectivesyour objectivesyour objectivesyour objectives?
C. Analyze the importance of communicationimportance of communicationimportance of communicationimportance of communication around evaluation methods. How will communicating the results of these improve the performance of your organization?
VII. Identify Alternative Courses of ActionIdentify Alternative Courses of ActionIdentify Alternative Courses of ActionIdentify Alternative Courses of Action
A. Imagine one of your goals failedfailedfailedfailed. Describe how you could determine the reasons for why it failed. Support your response with an example from your goals.
B. What does it meanmeanmeanmean to have a failed goal? How do you fix fix fix fix a failed goal?
C. Consider personnel being the reason behind a goal failing. What alternative evaluations or assessmentsalternative evaluations or assessmentsalternative evaluations or assessmentsalternative evaluations or assessments could you use? How will these avoid the issues your initial
evaluations encountered?
Milestones
Milestone One: Draft of Establish Goals and Identify Resources (Sections I and II)
In Module TwoModule TwoModule TwoModule Two, you will submit a draft of the Four Goals and Identify Resources sections of your projecta draft of the Four Goals and Identify Resources sections of your projecta draft of the Four Goals and Identify Resources sections of your projecta draft of the Four Goals and Identify Resources sections of your project. Your draft must be a minimum of two pages in length. This milestoneThis milestoneThis milestoneThis milestone
is graded with the Milestone One Rubric.is graded with the Milestone One Rubric.is graded with the Milestone One Rubric.is graded with the Milestone One Rubric.
Milestone Two: Draft of Establish Goal-Related Tasks and Prioritize Goals and Tasks(Sections III and IV)
In Module ThreeModule ThreeModule ThreeModule Three, you will submit a draft of the Establish Goal-Related Tasks and Prioritize Goals and Tasks sections of your project.a draft of the Establish Goal-Related Tasks and Prioritize Goals and Tasks sections of your project.a draft of the Establish Goal-Related Tasks and Prioritize Goals and Tasks sections of your project.a draft of the Establish Goal-Related Tasks and Prioritize Goals and Tasks sections of your project. Your draft must be a minimum of one
page in length. This milestone is graded with the Milestone Two Rubric.This milestone is graded with the Milestone Two Rubric.This milestone is graded with the Milestone Two Rubric.This milestone is graded with the Milestone Two Rubric.
Milestone Three: Draft of Create Assignments and Timelines (Section V)
In Module FourModule FourModule FourModule Four, you will submit a draft of the Create Assignments and Timelines section of your projecta draft of the Create Assignments and Timelines section of your projecta draft of the Create Assignments and Timelines section of your projecta draft of the Create Assignments and Timelines section of your project. Your draft must be a minimum of one page in length. This milestoneThis milestoneThis milestoneThis milestone
is graded with the Milestone Three Rubric.is graded with the Milestone Three Rubric.is graded with the Milestone Three Rubric.is graded with the Milestone Three Rubric.
Milestone Four: Draft of Establish Evaluation Methods (Section VI)
In Module FiveModule FiveModule FiveModule Five, you will submit a draft of the Establish Evaluation Methods section of your projecta draft of the Establish Evaluation Methods section of your projecta draft of the Establish Evaluation Methods section of your projecta draft of the Establish Evaluation Methods section of your project. Your draft must be a minimum of one page in length. This milestone isThis milestone isThis milestone isThis milestone is
graded with the Milestone Four Rubric.graded with the Milestone Four Rubric.graded with the Milestone Four Rubric.graded with the Milestone Four Rubric.
Final Submission: Management Plan
In Module SevenModule SevenModule SevenModule Seven, you will submit your final management plan.your final management plan.your final management plan.your final management plan. It should be a complete, polished artifact containing all of the critical elements of the final product. It should reflect the
incorporation of feedback gained throughout the course. Though Section VII was not part of the milestones, it is a required part of your final submission and must be included in your final
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management plan. The final submission will be graded using the Final Product Rubric.The final submission will be graded using the Final Product Rubric.The final submission will be graded using the Final Product Rubric.The final submission will be graded using the Final Product Rubric.
What to Submit
Your management plan must be 5–6 pages in length (plus a cover page and references) and must be written in APA format. Use double spacing, 12-point Times New Roman font, and one-inch
margins. Include at least five references cited in APA format.
Final Project Rubric
CriteriaCriteriaCriteriaCriteria Exemplary (100%)Exemplary (100%)Exemplary (100%)Exemplary (100%) Proficient (85%)Proficient (85%)Proficient (85%)Proficient (85%) Needs Improvement (55%)Needs Improvement (55%)Needs Improvement (55%)Needs Improvement (55%) Not Evident (0%)Not Evident (0%)Not Evident (0%)Not Evident (0%) ValueValueValueValue
Establish Goals: GoalsEstablish Goals: GoalsEstablish Goals: GoalsEstablish Goals: Goals Meets “Proficient” criteria, and
goals set are well qualified and
suitable
Creates four goals for the areas
in need of improvement
Creates four goals, but does not
address areas in need of
improvement
Does not create goals 4.2
Establish Goals: GoodEstablish Goals: GoodEstablish Goals: GoodEstablish Goals: Good
OfficerOfficerOfficerOfficer
Meets “Proficient” criteria, and
justification is well supported
with examples
Describes the characteristics of
a new hire that would create a
good officer and provides
justification
Describes the characteristics of
a new hire that would create a
good officer, but does not
provide justification
Does not describe the
characteristics of a new hire
that would create a good officer
4.2
Establish Goals:Establish Goals:Establish Goals:Establish Goals:
QualitiesQualitiesQualitiesQualities
Meets “Proficient” criteria, and
justification is well supported
with examples
Chooses assessments that
could be implemented to
ensure new hires possess the
qualities seen as most desirable
and provides justification for
why they are appropriate
Chooses assessments that
could be implemented to
ensure new hires possess the
qualities seen as most
desirable, but does not provide
justification for why they are
appropriate
Does not choose assessments 4.2
Establish Goals: TrainingEstablish Goals: TrainingEstablish Goals: TrainingEstablish Goals: Training Meets “Proficient” criteria and
demonstrates a nuanced insight
into the impact of proper
training
Examines the importance of
training new hires and explains
how to ensure new hires
acquire the proper training
Examines the importance of
training new hires, but does not
explain how to ensure new
hires acquire the proper
training
Does not examine the
importance of training new
hires
4.2
Establish Goals:Establish Goals:Establish Goals:Establish Goals:
Disciplinary andDisciplinary andDisciplinary andDisciplinary and
AccountabilityAccountabilityAccountabilityAccountability
Meets “Proficient” criteria and
uses examples to support
claims
Analyzes the importance of
performance evaluations and
explains how they can be used
to address disciplinary and
accountability issues within the
organization
Analyzes the importance of
performance evaluations, but
does not explain how they can
be used to address disciplinary
and accountability issues within
the organization
Does not analyze the
importance of performance
evaluations
4.2
Establish Goals:Establish Goals:Establish Goals:Establish Goals:
DepartmentalDepartmentalDepartmentalDepartmental
CooperationCooperationCooperationCooperation
Meets “Proficient” criteria and
uses relevant examples to
illustrate claims
Determines the advantages and
disadvantages of departmental
cooperation and how it impacts
the effectiveness of the
organizations
Determines the advantages and
disadvantages of departmental
cooperation, but does not
determine how it impacts the
effectiveness of the
organizations
Does not determine the
advantages and disadvantages
of departmental cooperation
4.2
Identify Resources:Identify Resources:Identify Resources:Identify Resources:
Unauthorized DeadlyUnauthorized DeadlyUnauthorized DeadlyUnauthorized Deadly
ForceForceForceForce
Meets “Proficient” criteria and
uses industry-specific language
to establish expertise
Identifies major elements of the
case that would help in the
development of a policy to
address an officer using
unauthorized deadly force
Identifies major elements of the
case that would help in the
development of a policy to
address an officer using
unauthorized deadly force, but
identification is cursory or
contains inaccuracies
Does not identify major
elements of the case that would
help in the development of a
policy
4.2
Identify Resources:Identify Resources:Identify Resources:Identify Resources:
Relevant CourtRelevant CourtRelevant CourtRelevant Court
DecisionsDecisionsDecisionsDecisions
Meets “Proficient” criteria and
demonstrates a keen ability to
interpret court decisions
Explains how to determine if a
court decision is relevant to the
organization and if internal
management policies would
need to be developed or
updated
Explains how to determine if a
court decision is relevant to the
organization, but not whether
internal management policies
would need to be developed or
updated
Does not explain how to
determine if a court decision is
relevant to the organization
4.2
Identify Resources:Identify Resources:Identify Resources:Identify Resources:
Feedback From YourFeedback From YourFeedback From YourFeedback From Your
CommunityCommunityCommunityCommunity
Meets “Proficient” criteria and
uses specific examples to
illustrate claims
Determines the advantages and
disadvantages of taking into
consideration feedback from
Determines the advantages or
disadvantages of taking into
consideration feedback from
Does not determine the
advantages or disadvantages of
taking into consideration
4.2
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the community in attempting to
improve the effectiveness of
the organization
the community in attempting to
improve the effectiveness of
the organization, but not both
feedback from the community
Establish Goal-RelatedEstablish Goal-RelatedEstablish Goal-RelatedEstablish Goal-Related
Tasks: Firearm PendingTasks: Firearm PendingTasks: Firearm PendingTasks: Firearm Pending
TrialTrialTrialTrial
Meets “Proficient” criteria and
cites existing policies to
support response
Determines key things needed
to take into consideration in
developing a policy and bases
determination on the court
decision
Determines key things needed
to take into consideration in
developing a policy, but does
not base determination on the
court decision
Does not determine key things
needed to take into
consideration in developing a
policy
4.2
Establish Goal-RelatedEstablish Goal-RelatedEstablish Goal-RelatedEstablish Goal-Related
Tasks: Improve YourTasks: Improve YourTasks: Improve YourTasks: Improve Your
ImageImageImageImage
Meets “Proficient” criteria, and
plan to communicate is well
supported and appropriate
Evaluates the importance of
communicating with the
community that everything is
being done to improve the
image of the organization and
explains how they would
communicate this information
Evaluates the importance of
communicating with the
community that everything is
being done to improve the
image of the organization, but
does not explain how they
would communicate this
information
Does not evaluate the
importance of communicating
with the community
4.2
Establish Goal-RelatedEstablish Goal-RelatedEstablish Goal-RelatedEstablish Goal-Related
Tasks: Recruitment/Tasks: Recruitment/Tasks: Recruitment/Tasks: Recruitment/
Hiring ProcessHiring ProcessHiring ProcessHiring Process
Meets “Proficient” criteria, and
justification is well supported
with examples
Explains what elements would
be necessary in designing a
recruitment/hiring process to
improve the integrity within the
organization and justifies
response
Explains what elements would
be necessary in designing a
recruitment/hiring process to
improve the integrity within the
organization, but does not
justify response
Does not explain what
elements would be necessary in
designing a recruitment/hiring
process
4.2
Prioritize Goals andPrioritize Goals andPrioritize Goals andPrioritize Goals and
Tasks: RankTasks: RankTasks: RankTasks: Rank
Meets “Proficient” criteria and
demonstrates a keen ability to
organize tasks in a logical order
Applies managerial skills and
ranks goals and tasks by
importance and explains their
process
Applies managerial skills and
ranks goals and tasks by
importance, but does not
explain their process
Does not rank goals and tasks
by importance
4.2
Prioritize Goals andPrioritize Goals andPrioritize Goals andPrioritize Goals and
Tasks: InputTasks: InputTasks: InputTasks: Input
Meets “Proficient” criteria and
offers insight into why they
would listen to input from each
party
Determines what input to take
internally and from the
community in prioritizing goals
and tasks set
Determines what input to take
internally or from the
community in prioritizing goals
and tasks set, but not both
Does not determine what input
to take internally and from the
community in prioritizing goals
and tasks set
4.2
Create Assignments andCreate Assignments andCreate Assignments andCreate Assignments and
Timelines: LevelsTimelines: LevelsTimelines: LevelsTimelines: Levels
Meets “Proficient” criteria, and
plan is well supported and
logical
Explains what levels of the
organization tasks would be
assigned to and explains why
Explains what levels of the
organization tasks would be
assigned to, but does not
explain why
Does not explain what levels of
the organization tasks would be
assigned to
4.2
Create Assignments andCreate Assignments andCreate Assignments andCreate Assignments and
Timelines: AppropriateTimelines: AppropriateTimelines: AppropriateTimelines: Appropriate
Meets “Proficient” criteria, and
timelines are well supported
and logical
Develops appropriate timelines
for each of the goals and tasks
and explains why timelines are
appropriate for these tasks
Develops timelines for each of
the goals and tasks, but
timelines are not appropriate,
or does not explain why
timelines are appropriate for
these tasks, or both
Does not develop appropriate
timelines for each of the goals
and tasks
4.2
Create Assignments andCreate Assignments andCreate Assignments andCreate Assignments and
Timelines: Carried OutTimelines: Carried OutTimelines: Carried OutTimelines: Carried Out
Meets “Proficient” criteria, and
choices are well supported and
suitable
Determines means of
communication to employ in
order to ensure assignments
are being carried out the way
intended and on the timelines
developed and explains why
they would be the most
effective ways to communicate
Determines means of
communication to employ in
order to ensure assignments
are being carried out the way
intended and on the timelines
developed, but does not explain
why they would be the most
effective ways to communicate
Does not determine means of
communication to utilize
4.2
Establish EvaluationEstablish EvaluationEstablish EvaluationEstablish Evaluation
Methods: CriteriaMethods: CriteriaMethods: CriteriaMethods: Criteria
Meets “Proficient” criteria, and
choices are well supported and
suitable
Determines criteria necessary
to see if goals have been met
and explains the importance of
having these criteria
Determines criteria necessary
to see if goals have been met,
but does not explain the
importance of having these
criteria
Does not determine criteria
necessary to see if goals have
been met
4.2
Establish EvaluationEstablish EvaluationEstablish EvaluationEstablish Evaluation
Methods: Met YourMethods: Met YourMethods: Met YourMethods: Met Your
ObjectivesObjectivesObjectivesObjectives
Meets “Proficient” criteria and
provides specific examples to
illustrate claims
Explains how they will know if
objectives have been met using
criteria
Explains how they will know if
objectives have been met, but
does not use criteria
Does not explain how they will
know if objectives have been
met
4.2
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Establish EvaluationEstablish EvaluationEstablish EvaluationEstablish Evaluation
Methods: Importance ofMethods: Importance ofMethods: Importance ofMethods: Importance of
CommunicationCommunicationCommunicationCommunication
Meets “Proficient” criteria and
uses industry-specific language
to establish expertise
Analyzes the importance of
communication around
evaluation methods and
explains how communicating
the results of evaluations
improves the performance of
the organization
Analyzes the importance of
communication around
evaluation methods, but does
not explain how communicating
the results of evaluations
improves the performance of
the organization
Does not analyze the
importance of communication
around evaluation methods
4.2
Identify AlternativeIdentify AlternativeIdentify AlternativeIdentify Alternative
Courses of Action:Courses of Action:Courses of Action:Courses of Action:
FailedFailedFailedFailed
Meets “Proficient” criteria, and
description is exceptionally
clear and contextualized
Describes how to determine
the reasons for why a goal
failed and supports response
with an example from
established goals
Describes how to determine
the reasons for why a goal
failed, but does not support
response with an example from
established goals
Does not describe how to
determine the reasons for why
a goal failed
4.2
Identify AlternativeIdentify AlternativeIdentify AlternativeIdentify Alternative
Courses of Action: FixCourses of Action: FixCourses of Action: FixCourses of Action: Fix
Meets “Proficient” criteria, and
explanation is exceptionally
clear and contextualized
Explains what it means to have
a failed goal and how to fix it
Explains what it means to have
a failed goal, but does not
explain how to fix it, or
explanation is cursory or
contains inaccuracies
Does not explain what it means
to have a failed goal
4.2
Identify AlternativeIdentify AlternativeIdentify AlternativeIdentify Alternative
Courses of Action:Courses of Action:Courses of Action:Courses of Action:
Alternative EvaluationsAlternative EvaluationsAlternative EvaluationsAlternative Evaluations
or Assessmentsor Assessmentsor Assessmentsor Assessments
Meets “Proficient” criteria and
offers a nuanced insight into
the relationship between
efficient evaluations and
effective personnel
Selects alternative evaluations
or assessments that could be
used and explains how these
evaluations or assessments will
avoid the issues the initial
evaluations encountered
Selects alternative evaluations
or assessments that could be
used, but does not explain how
these evaluations or
assessments will avoid the
issues the initial evaluations
encountered
Does not select alternative
evaluations or assessments
that could be used
4.2
Articulation of ResponseArticulation of ResponseArticulation of ResponseArticulation of Response Submission is free of errors
related to citations, grammar,
spelling, syntax, and
organization and is presented
in a professional and easy-to-
read format
Submission has no major errors
related to citations, grammar,
spelling, syntax, or organization
Submission has major errors
related to citations, grammar,
spelling, syntax, or organization
that negatively impact
readability and articulation of
main ideas
Submission has critical errors
related to citations, grammar,
spelling, syntax, or organization
that prevent understanding of
ideas
3.4
Total:Total:Total:Total: 100%