This is a great resource for any correctional agency trying to address this issue with staff and/or inmate population. "The Department of Labor’s (DOL) Occupational Safety and Health Administration (OSHA) requires that all employers under its jurisdiction provide employees with sanitary and available toilet facilities, so that employees will not suffer the adverse health effects that can result if toilets are not available when employees need them. This publication provides guidance to employers on best practices regarding restroom access for transgender workers" (p. 1). Sections comprising this document are: introduction; understanding gender identity; why restroom access is a health and safety matter; OSHA's Sanitation Standard (1910.141); model policies for restroom access for transgender employees; and other federal, state, and local laws—Colorado, Delaware, District of Columbia, Iowa, Vermont, and Washington State.
"This publication sets forth guidelines to address the needs of transgender and gender non-conforming employees and clarifies how the law should be implemented in situations where questions may arise about how to protect the legal rights or safety of all employees. These guidelines do not anticipate every situation that might occur with respect to transgender or gender non-conforming employees, and the needs of each employee must be assessed on a case-by-case basis. In all cases, the goal is to ensure the safety and comfort of transgender or gender non-conforming employees while maximizing the employee’s workplace integration and minimizing stigmatization of the employee" (p. 3). Sections of this guide cover: purpose; definitions; privacy; official records; names and pronouns; restroom accessibility; locker room accessibility; dress codes; transitioning to the job; sex-segregated job assignments; discrimination and harassment; additional resources; and Unit of Assignment (UOA) Transition Plan Guide—before the UOA transition begins, the day the transition will be made known to co-workers, and the first day of the employee's official workplace transition.
<p>Findings from a report which "assesses the outcome of the training [program] in terms of the leadership-related behaviors of participants" are presented (p. 4). This evaluation contains the following sections: executive summary; background; program description; research design; findings according to -- overview of participant training manual, analysis of participant program evaluations, on-site observations of researchers, focus group feedback, and survey results; and conclusions and recommendations. "Overall results clearly indicate an extremely positive endorsement of NIC's efforts" (p. 5)</p>
This document was written to serve as suggestions for when jail leaders begin the process of returning jail operations “back to normal”. Emergency response plans, like all policies and procedures must be tailored to the specific facility and available resources. This includes agencies with multiple facilities, each perhaps with a different design. COVID-19 presents some different issues to consider in emergency response planning and implementation. While many practices put in place to enhance safety during this time are similar from county to county and jail to jail, returning jail operations “back to normal” will offer different challenges.
This bibliography describes 71 items that address workforce development problems faced by community corrections, probation, and parole agencies. Some of the topics discussed are: the changing workforce; the changing roles of staff; caseload management demands; and recruiting, hiring, training, developing, and retaining staff.
Regional field coordinators serve as liaisons to the National Institute of Corrections and are responsible for initiating, coordinating, and disseminating quality training initiatives and network resources responsive to the needs of correctional agencies. This document, in the format of a DACUM profile, outlines the duties and related tasks of regional field coordinators. It also summarizes the knowledge, attitudes, skills needed to enter this profession, in addition to past experience with operating related equipment and tools.
The knowledge, skills, and traits needed by a detention facility inspector are assessed in this DACUM profile. Tasks are organized into the following duties; conduct facility inspections; provide technical assistance; perform administrative tasks; conduct investigations; oversee construction plan review process; provide training programs; and promote professional growth.
Developed as a demonstration during the "DACUM Facilitator Training" session, April 15-16, 1997 in Longmont, CO., this profile contains in brief form the competencies expected of a training administrator.
A job profile for an Internal Affairs Investigator in state operated adult correctional facilities is provided. This report contains these sections: executive summary; introduction; overview of the DACUM job analysis; DACUM job analysis results for Correctional Internal Affairs Investigators; top training tasks for new and veteran Internal Affairs Investigators in the Kentucky Department of Corrections; comparing Correctional Investigator training needs with the Prison Rape Elimination Act (PREA); PREA Training Topic Exercise; and focused conversation. Appendixes include: a detailed overview of the DACUM job analysis process; PREA Subject Matter Expert Review of Investigator Job Profile; knowledge, skills, traits exercise; and Department of Corrections DACUM Job Analysis Chart.