1. Identify Source(s) of Guidance and Policy
    
2. Determine Goals and Objectives for an Industry Program
    
3. Determine What Is Allowed by State/Federal Law and What Standards/Regulations Apply
    
4. Determine Who Should Be Served (public vs. private)
    
5. Determine Types of Inmates Available to Work, and How They Will be Selected
    
6. Determine Methods for Motivating Inmates (pay/no pay)
    
7. Determine Where Work Can Occur (inside/outside)
    
8. Identify Sources of Assistance (Resources)
    

A careful analysis of current jail industry programs reveals that each program was developed in a different manner.  For some, there was no formal planning or development process; others were preceded by years of planning. 

Just as there are virtually unlimited types of jail industry programs, there seem to be as many different development scenarios.

A single development process cannot be recommended here; rather, key principles and concepts have been identified in the previous section.  This text identifies common components of all development processes.  It will also suggest three "sets" of activities into which the components may be organized.

1. Foundation Decisions
2. Development Activities
3. Business Planning

While development activities do not always fall into these three sets of tasks, nor will they necessarily be strictly consecutive, this structure offers a framework for providing guidance to those who are developing a jail industry.

Foundation decisions are necessarily broad in scope, and involve conducting research and setting policy.  Activities include:

• identifying and enfranchising persons who will shape policies;
• establishing basic goals and objectives for the program;
• researching pertinent laws, standards, the inmate population and resources;
• articulating  specific characteristics of the proposed industry program (such as type of client, inmates to be involved, work locations);  and
• identifying sources of assistance.

Development activities build on the foundation decisions.  Activities include:

• looking for sources of financing; and
• selecting personnel who will operate the program;
• coordinating the industry program plans with all aspects of current jail operations and programs; and
• creating a risk management strategy and evaluation plan; and
• developing policies and procedures to guide operations.

Business planning activities are necessary for each of the distinct industry programs that you develop.  A separate Business Planning Guide for Jail Industries has been developed to assist with these tasks.

Another perspective on the jail industry development process poses a series of questions that must be answered before a program begins to operate.  These include:

• Why start an industry program? (definition of goals and objectives for community, jail, customers, and inmates);
• Who will develop, implement, be served, work and help?;
• What is allowed, and what will be produced/delivered?;
• Where will the jail industry be operated?
• When will the program start, and when will inmates be able to work?
• How will funding be garnered,  risk be managed, inmates be motivated,  other programs be coordinated and the industry program operate?

If these questions cannot be answered, then a program is probably not ready to begin.  It is also important to remember to document answers to these questions as the program is developed.