Outcome and process measures used to gage the effectiveness of the Integrated Model in reducing offender recidivism are presented. Each component found within a measure has information regarding its definition, tool/data source, description, frequency, and individual who collects the data. Components are organized into the following measures: recidivism; risk; proxy risk; supervision length; dosage; revocation and violation; program effectiveness; assessment; case plan; workload; violations; organizational climate; and collaboration.
Organizational development (OD) concepts and strategies that foster organizational change and reform are described. Sections of this publication include: changing the way business is done -- the integrated model; organizational case management; the leadership challenge; the influence of infrastructure; step by step; the literature; the integrated organizational change process model; the importance of a healthy organization; leadership styles and leading change; managing transitions; and structural supports for change.
This training program helps participants identify the factors that shape an institution's culture and offers ways to attempt to change that culture. This videoconference covers:
- The importance and value of examining institutional culture;
- Institutional culture and default culture;
- Components of a comprehensive institutional culture assessment protocol;
- Benefits of conducting institutional culture assessment;
- The leader's role in shaping institutional culture;
- Steps to take in order to shape institutional culture;
- And resources available through NIC's Institutional Culture Initiative.
Contents of these proceedings are: meeting highlights; "Open Forum: Hot Topics for Discussion"; "Understanding Culture: The Root of It All" by Carol Flaherty-Zonis; "NIC Information Center Briefing" by Sandy Schilling and Josh Stengel; "Analyzing Our culture to Improve Our Jail" by Mark Foxall; "Changing the Jail's Organizational Culture" by Robert Green; "Planning for Catastrophes and Other Emergencies" by Jeffrey Schwartz; "Prison Rape Elimination Act (PREA) and Jails" by Larry Solomon; "Criminal Registration Unit" by Dave Parrish and Jim Compton; "Emergency Assistance Agreements Among Jails: Supplies, Money, and Staff" by Jeffrey Schwartz; "Topics for the Next Large Jail Network Meeting" by Marilyn Chandler Ford, Tom Merkel, and Richard Geaither; meeting agenda; and list of attendees.
This is an excellent primer on how correctional officers are deeply impacted by working on death row. It is essential reading for corrections professionals, policymakers, and the public. Sections of this paper include: introduction; guards on death row; interactions with prisoners; guards at executions; and conclusion. "Like murder, execution inflicts emotional and psychological damage on those linked to it. This can begin with anticipatory trauma when a court sets an execution date and the impact can remain even years after an execution. Prison guards, who most closely interact with condemned prisoners on a daily basis, are particularly affected, including and especially those acting as executioners. The death penalty compounds the anxiety and depression to which prison guards are already especially vulnerable (over a quarter of all US prison employees suffer from depression36 – three times the level in the general US population). Given such negative aspects to the work, executing nations use enticements and punishments to keep guards in execution service … Alternatively, they may try to dissuade guards from quitting by using ridicule, bullying or demotion: one guard was given "weird duty, weird hours" after asking to be removed from the execution team, while others reported being threatened with lower paying, lower status jobs. The exposure of guards to executions and anticipated executions should therefore be a matter of serious concern to prison administrations, which have a responsibility towards the wellbeing of their staff. The unacknowledged stress experienced by guards on death rows and execution teams risks dangerous mental health consequences for them and those around them. The simplest (and best) solution would be to remove the cause of the problem and abolish the death penalty" (p. 3).
This article should be read by all jail administrators for it explains why the majority of line-level jail officers like their jobs and are not going to quit. Of course the jail setting must possess an encouraging organizational climate, make the staff feel fairly treated, encourage them to provide input during the decision making process, and foster positive relations between them and their supervisors. Meanwhile, while “the environmental variables investigated are amenable to change, it would appear that, with greater insights into these dynamic precursors of thoughts about quitting, jail administrators can develop strategic initiatives targeted toward proactively reducing the fiscal cost and intangible impact of voluntary turnover” (p. 226).
“When young offenders are placed in secure residential facilities to receive the care and services they need to return to the community and not return to criminal behavior, the juvenile justice system expects that facility staff are well-trained, maintain safe and healthy environments and care about the youths. Research and experience show staff-youth relationships significantly impact youths’ successful reentry yet the relationships are easily threatened by external influences such as staff turnover, facility closings, relocation of staff and youths, changing laws and regulations and punitive behavior management policies. Asking staff members about their perceptions, experiences and feelings working in facilities adds another critical level of understanding to what makes a facility successful or not in rehabilitating youths” (p. 2). Results from a PbS Staff Climate Survey show that the majority of staff: have positive relationships with the youth; are satisfied with their jobs; have received necessary training; feel their supervisors support them; value the families of the youth; and feel safe at work.
This guidebook “is the second book in the APEX Guidebook series and is designed to help correctional practitioners deepen their knowledge of the Public Safety Model domains. It offers practical suggestions for improving performance and creating positive change by sharing best-practice methods and current literature on higher performance in corrections” (p. ix). APEX itself provides strategies for achieving performance excellence in the Public Safety Model domains—operations (which includes safe and secure supervision and settings and process management), stakeholder focus, workforce focus, strategic planning, measurement/analysis/knowledge management, and results. Eight chapters follow an introduction to Achieving Performance Excellence (APEX): introduction; operations focus—safe and secure supervision and settings; operations focus—process management; stakeholder focus; workforce focus; strategic planning; measurement, analysis, and knowledge management; and results.