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Date: November 22, 2024 Fri
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Results for corrections officers
36 results foundAuthor: Queensland Ombudsman Title: Justice on the Inside: A Review of Queensland Corrective Services' Management of Breaches of Discipline by Prisoners Summary: The principal objectives of the investigation discussed in this report were to: determine the extent to which officers are complying with the breach practices and procedures, and relevant legislation; determine the adequacy of these practices and procedures; identify and recommend improvements to practices and procedures; and if appropriate, recommend amendment to legislation to enhance the disciplinary system. Details: Brisbane: 2009 Source: Year: 2009 Country: Australia URL: Shelf Number: 117388 Keywords: Corrections OfficersInmates |
Author: Nink, Carl Title: Correctional Officers: Strategies to Improve Retention. 2nd ed. Summary: Correctional officer turnover is high, and the cost of replacing these critical employees is growing. In addition, prison populations are increasing, contributing to the problems associated with retention of prison staff. This report explores issues impacting correctional agencies and companies, such as changing workforce demands, a dynamic labor market, predictors of turnover, and various reasons for why correctional officers leave their position. Research presented in this study suggests strategies in a number of focus areas (e.g., applicant screening, new employee orientation, job satisfaction, organizational commitment, supervisory relations, work environment, training and development, and salary and benefits) to improve retention of correctional officers. Details: Centerville, UT: MTC Institute, 2010. 20p. Source: Internet Resource Year: 2010 Country: United States URL: Shelf Number: 118762 Keywords: Corrections OfficersEmployee Hiring and RetentionJob SatisfactionPrison GuardsPrison Staff |
Author: Smith, Brenda V. Title: Legal Responses to Sexual Violence in Custody: State Criminal Laws Prohibiting Staff Sexual Abuse of Individuals under Custodial Supervision Summary: Many states have sought to address the problem of sexual abuse of individuals under custodial supervision by enacting criminal laws explicitly prohibiting staff sexual interactions with adults and youth under correctional supervision. This publication provides an overview of these laws and examines trends in their enactment and amendment. There are widespread misconceptions about what constitutes staff sexual misconduct. These misconceptions create environments where misconduct flourishes, and makes eradicating it difficult. This publication begins with a brief discussion of staff sexual misconduct, and then examines a variety of definitions of staff sexual misconduct as defined by federal law. Next, the publication explores, in detail, sexual misconduct as defined by state criminal laws in the United States. These laws enacted by state legislatures have informed corrections administrators, correctional staff, and prosecutors about staff sexual misconduct nationally, and within their respective states and localities. This publication provides examples of current state criminal laws on staff sexual misconduct and discusses the legal implications of these statutes. Finally, this publication concludes by reviewing the policy issues that stakeholders and policymakers should consider when evaluating a state criminal law on staff sexual misconduct, and provides recommendations for strengthening state laws to enhance their effectiveness. Details: Washington, DC: U.S. National Institute of Corrections, 2009. 56p. Source: Internet Resource Year: 2009 Country: United States URL: Shelf Number: 117746 Keywords: Corrections OfficersInmate Sexual AssaultPrison Rape |
Author: Olotu, Michael K. Title: Evaluation Report: Ontario Region Oleoresin Capsicum (OC) Inflammatory Spray Pilot Project Summary: On November 16, 2009, CSC’s Ontario Region commenced the Oleoresin Capsicum Inflammatory Spray Project (OC-ISP) pilot in three institutions – Kingston Penitentiary, Collins Bay Institution and Fenbrook Institution. The pilot was intended to examine the effectiveness of OC spray in responding to and resolving security incidents in a timely manner. Given that OC spray was available in strategic command posts in these institutions before the project pilot, the pilot was also intended to examine whether correctional officers wearing the OC spray canister on their duty belts would have an operational impact on population and situation management in the institutions. In May 2004, the warden of Kent maximum security institution in the Pacific Region issued blanket permission for correctional officers working in the living units of the institution to routinely carry OC spray on their duty belts. This decision was necessitated by an elevated threat risk assessment and actions by offenders that could jeopardize the safety and security of the institution. Once the conditions within the institution had returned to a “normal manageable state”, the warden rescinded the authorization and returned the OC spray to the control posts at the end of the ranges to be obtained when necessary. On July 26, 2004, 16 correctional officers refused to return to the workplace without OC spray on their duty belts, citing unsafe work conditions under Part II, Section 128 of the Canada Labour Code. An Occupational Health and Safety Officer assessed the condition and rendered a decision that danger did not exist. The correctional officers appealed the decision to the Occupational Health and Safety Tribunal. On March 29, 2010, the Occupational Health and Safety Tribunal of Canada rendered a decision and rescinded the 2004 decision of the Health and Safety Officer and concluded that “from the evidence that the potential hazard could reasonably be expected to cause injury to a correctional officer before the hazard could be corrected and so a danger exists”. The Appeals Officer also concluded that the “danger facing the appellants (correctional officers) does not constitute a normal condition of employment” and directed CSC to take immediate measures to ensure that the safety and health of the correctional officers on the living units was protected. On September 2, 2009, six correctional officers at Kingston Penitentiary in the Ontario Region were involved in an incident which resulted in the stabbing of one of the correctional officers. As a result of these incidents, the request by correctional officers to wear the OC spray canister on their duty belts as a personal protective tool became a high interest to the Union of Canadian Correctional Officers (UCCO). The evaluation of OC-ISP was requested by Ontario Region’s Deputy Commissioner in December 2009 with the objective to assess OC-ISP pilot results and the effectiveness of OC spray in responding to and resolving security incidents in a timely manner, and whether correctional officers wearing the OC spray canister on their duty belts would pose any problem in population and situation management in the institutions. These key evaluation questions were assessed in accordance with the Treasury Board Secretariat’s Evaluation Directive focussing on relevance, performance (effectiveness, efficiency and economy) and implementation. The evaluation report is intended to foster EXCOM discussion on OC-ISP pilot results and the possibility of expanding the project outside the Ontario Region. Details: Ottawa: Correctional Service Canada, Evaluation Branch, Policy Sector, 2010. 56p. Source: Internet Resource: File #394-2-86: Accessed October 9, 2010 at: http://www.csc-scc.gc.ca/text/pa/ocspray/ocspray-eng.pdf Year: 2010 Country: Canada URL: http://www.csc-scc.gc.ca/text/pa/ocspray/ocspray-eng.pdf Shelf Number: 119909 Keywords: Correctional InstitutionsCorrections OfficersOleoresin Capsicum SprayWorkplace Hazards |
Author: Victoria. Ombudsman Title: Whistleblowers Protection Act 2001: Investigation into Conditions at the Melbourne Youth Justice Precinct Summary: This report investigates the Melbourne Youth Justice Centre and the Melbourne Youth Residential Centre at Parkville that draws conclusions about: unacceptable conditions; improper conduct; inadequate quality of care; and non‐compliance with operational and legislative provisions, including human rights responsibilities and working with children checks. The report makes 27 recommendations, all of which have been accepted by the Department of Human Services. Details: Melbourne: Victorian Government Printer, 2010. 97p. Source: Internet Resource: Accessed October 14, 2010 at: http://www.ombudsman.vic.gov.au/resources/documents/Investigation_into_conditions_at_the_Melbourne_Youth_Justice_Precinct_Oct_20101.pdf Year: 2010 Country: Australia URL: http://www.ombudsman.vic.gov.au/resources/documents/Investigation_into_conditions_at_the_Melbourne_Youth_Justice_Precinct_Oct_20101.pdf Shelf Number: 119961 Keywords: Corrections OfficersJuvenile CorrectionsJuvenile Detention FacilitiesPrison AdministrationPrison ConditionsPrison Contraband |
Author: Independent Commission Against Corruption Title: Report on Investigation Into the Introduction of Contraband Into the Metropolitan Remand and Reception Centre, Silverwater Summary: This report deals with an investigation by the Independent Commission Against Corruption (the Commission) concerning the introduction of contraband into the Metropolitan Remand and Reception Centre (MRRC) located at the Silverwater Correctional Complex. The MRRC can accommodate approximately 900 inmates, most of whom are on remand (i.e. not yet sentenced). On 25 August 2003 the Department of Corrective Services (DCS) informed the Commission of allegations that a custodial officer employed at the MRRC was taking contraband into the gaol. Initial enquiries by the Commission confirmed that the officer was Shayne Alan Hughes, then a Correctional Officer First Class. The Commission conducted an investigation which focussed on the conduct of Mr Hughes in relation to the introduction of contraband into the MRRC. On 11 December 2003 Commission officers met with police officers attached to the Corrective Services Investigation Unit (CSIU) and advised them that Mr Hughes was likely to attempt to bring contraband into the MRRC on the following day. Mr Hughes was apprehended after he had entered the MRRC and was searched. A quantity of steroid tablets and a mobile telephone were found hidden in his underpants. Hughes was interviewed by CSIU officers and then by Commission officers. He denied receiving any financial benefit for taking contraband into the gaol apart from free entry into nightclubs and drugs. In hearings before the Commission, Mr Hughes admitted taking mobile telephones and drugs into the MRRC and also made admissions concerning his involvement in other criminal activity, some of which had arisen from his association with a particular inmate. He also admitted receiving cash payments relating to these activities, including the sum of $1,000 on the day before he was apprehended. Findings are made in Chapter 5 of this report that Mr Hughes had dealings with an inmate and his family between April 2003 and December 2003 and took a considerable amount of contraband into the MRRC over that period, for which he received the sum of $5,000. Findings are also made that he received an additional sum of $1,000 on 11 December 2003 in return for taking contraband into the MRRC and that he attempted to take the contraband into the Centre on 12 December 2003. These findings of fact have been used as the basis for findings of corrupt conduct. Mr Hughes was charged on 12 December 2003 with three offences under the Summary Offences Act 1988 in relation to taking contraband into the gaol and with the unlawful possession of a prescribed substance (the steroids). After further enquiries he was also charged with corruptly receiving a benefit of $1,000 on 11 December 2003 contrary to section 249B(1) of the Crimes Act 1900. He has since pleaded guilty to those charges and is currently serving a term of imprisonment.A number of recommendations are made in Chapter 6 of this report to assist DCS to improve the effectiveness of procedures designed to minimise the entry of contraband into correctional centres. Details: Sydney: Independent Commission Against Corruption, 2004. 35p. Source: Internet Resource: Accessed December 9, 2010 at: http://www.icac.nsw.gov.au/publications-and-resources/investigations-publications Year: 2004 Country: Australia URL: http://www.icac.nsw.gov.au/publications-and-resources/investigations-publications Shelf Number: 120423 Keywords: Corrections OfficersCorruptionPrison Contraband |
Author: Bensimon, Philippe Title: Wellness at Work: A Matter of Choice for a Better Future Summary: An emerging challenge for the federal government is responding to the growing number of public servants who suffer from some form of psychological injury or disability. May (2010) reported that depression, stress and other forms of mental illness accounted for nearly 45% of all disability claims in the federal public service. Given these statistics, it is becoming increasingly important for organizations to develop strategies that promote workplace wellness to counter these trends. This issue is even more important for the Correctional Service of Canada (CSC or Service) due to the stressful conditions in which a large proportion of our employees work. The workplace plays an important role in the physical and mental health of its employees, and confronting issues of job-related stressors can impact the entire organization. As such, the Research Branch examined the issue of CSC staff wellness, and identified innovative or emerging workplace wellness strategies delivered by other federal government organizations, as well as provincial and territorial departments of correction. In order to determine what workplace wellness strategies were being developed and delivered by other federal agencies, a survey was sent to 63 government departments and all 13 provincial and territorial departments of corrections in January, 2010. While the federal response rate was disappointing (30.1%), the respondents provided examples of wellness programs. Most of these interventions fell within four broad categories; (a) Learning and Development (e.g., educational strategies that promote employee wellness); (b) Supporting Fitness-oriented Activities; (c) Health Promotion/Health Screening activities (e.g., blood pressure and glucose screenings, body mass index, monitoring heart rates, and dental checks), and; (d) Employee Recognition Programs. Responses from eight provincial and territorial departments of correction (61.5% response rate) were generally similar to those presented by the federal agencies, although some innovative wellness programs had been introduced, such as self-directed spending accounts for wellness. Last, several strategies developed by the Royal Canadian Mounted Police and the Canadian Forces to increase wellness in their organizations are also reported. Altogether, there seems to be growing interest in the development of employer-sponsored wellness interventions that enable employees to increase their psychological and physical health. This study provides a starting point from which more extensive examination of the issues can be conducted. Details: Ottawa: Research Branch, Correctional Service of Canada, 2010. 54p. Source: Internet Resource: Research Report 2010 No. R-219: Accessed March 26, 2011 at: http://www.csc-scc.gc.ca/text/rsrch/reports/r219/r219-eng.pdf Year: 2010 Country: Canada URL: http://www.csc-scc.gc.ca/text/rsrch/reports/r219/r219-eng.pdf Shelf Number: 121118 Keywords: Corrections OfficersEmployee StressMental HealthPrison GuardsWork-Related Stress (Canada) |
Author: U.S. Government Accountability Office Title: Bureau of Prisons: Evaluating the Impact of Protective Equipment Could Help Enhance Officer Safety Summary: The Department of Justice's (DOJ) Federal Bureau of Prisons (BOP) manages more than 209,000 inmates, up 45 percent between fiscal years 2000 and 2010. As the prison population grows, so do concerns about correctional officer safety. As requested, GAO examined the (1) equipment that BOP and selected state departments of corrections (DOC) provide to protect officers, and the officers' and other correctional practitioners' opinions of this equipment; (2) extent to which BOP has evaluated the effectiveness of this equipment, and factors correctional equipment experts consider important to the acquisition of new equipment; and (3) institutional factors correctional accrediting experts reported as impacting officer safety, and the extent to which BOP has evaluated the effectiveness of the steps it has taken in response. GAO reviewed BOP policies and procedures; interviewed BOP officials and officers within BOP's six regions, selected based on such factors as the level of facility overcrowding; interviewed officials at 14 of the 15 largest state DOCs; and surveyed 21 individuals selected for their expertise in corrections. The results of the interviews cannot be generalized, but provide insight into issues affecting officer safety. BOP and 14 state DOCs included in GAO's review provide a variety of protective equipment to officers, but BOP officers and management have different views on equipment. BOP generally provides officers with radios, body alarms, keys, flashlights, handcuffs, gloves, and stab-resistant vests while on duty, but prohibits them from storing personal firearms on BOP property, with limited exceptions. DOC officials in 14 states GAO interviewed provided examples of equipment they allow officers to carry while on duty that BOP does not--such as pepper spray--and officials in 9 of the 14 states reported allowing officers to store personal firearms on state DOC property. BOP and states provide similar equipment to protect officers in an emergency, such as an inmate riot or attack. Most BOP officers with whom GAO spoke reported that carrying additional equipment while on duty and commuting would better protect officers, while BOP management largely reported that officers did not need to carry additional equipment to better protect them. BOP has not evaluated the effectiveness of equipment it provides in ensuring officer safety, and correctional equipment experts report that BOP needs to consider a variety of factors in acquisition decisions. Neither the officials nor the experts with whom GAO spoke reported that they were aware of or had conducted evaluations of the effectiveness of equipment in ensuring officer safety, although BOP tracks information necessary to do so in its data systems. By using information in these existing systems, BOP could analyze the effectiveness of the equipment it distributes in ensuring officer safety, thus helping it determine additional actions, if any, to further officer safety and better target limited resources. All of the correctional equipment experts GAO spoke with reported that BOP would need to consider factors such as training, replacement, maintenance, and liability, as well as whether the equipment met performance standards, if it acquired new equipment. These experts suggested that any decision must first be based upon a close examination of the benefits and risk of using certain types of equipment. For example, while state officials reported that pepper spray is inexpensive and effective, a majority of the BOP management officials we spoke with stated that it could be taken by inmates and used against officers. Correctional accrediting experts most frequently cited control over the inmate population, officer training, inmate gangs, correctional staffing and inmate overcrowding as the institutional factors--beyond equipment--most impacting officer safety. These experts suggested various strategies to address these factors, and BOP reported taking steps to do so, such as conducting annual training on BOP policies, identifying and separating gang members, and converting community space into inmate cells. BOP has assessed the effectiveness of steps it has taken in improving officer safety. For instance, a 2001 BOP study found that inmates who participated in BOP's substance abuse treatment program were less likely than a comparison group to engage in misconduct for the remainder of their sentence following program completion. BOP utilizes such studies to inform its decisions, such as eliminating programs found to be ineffective. GAO recommends that BOP's Director assess whether the equipment intended to improve officer safety has been effective. BOP concurred with this recommendation Details: Washington, DC: GAO, 2011. 70p. Source: Internet Resource: GAO-11-410: Accessed April 12, 2011 at: http://www.gao.gov/new.items/d11410.pdf Year: 2011 Country: United States URL: http://www.gao.gov/new.items/d11410.pdf Shelf Number: 121313 Keywords: Correctional FacilitiesCorrectional PersonnelCorrections OfficersPrisonsRisk AssessmentRisk ManagementWeapons |
Author: Haas, Stephen M. Title: Implementation of the West Virginia Offender Reentry Initiative: An Examination of Staff Attitudes and the Application of the LSI-R Summary: Preparing prisoners for release continues to be of utmost importance to many jurisdictions in the United States. This is partly due to a sustained increase in prison populations across the country. Over the past decade, the number of persons incarcerated in U.S. prisons and jails rose from 1.6 million in 1995 to over 2.1 million persons by midyear 2005 (Harris and Beck, 2006). A consequence to this growth has been a greater number of inmates being released from correctional facilities each year. Although admissions to state correctional facilities continue to outpace releases, there has been a sustained increase in the number of prisoners released over the past several decades. Moreover, according to figures released by the Bureau of Justice Statistics (BJS), this trend has continued since 2000. In a recent BJS publication on incarceration, Harris and Beck (2006) report that 672,202 prisoners were released from state prisons in 2004, up from 604,858 in 2000. This translates into an increase of 11.1% in the number of inmates released from state prisons over this five year period. Moreover, it is estimated that roughly half of all these prisoners will be reincarcerated within three years of their release (Langan and Levin, 2002). West Virginia has contributed to the national trend in prison population growth over the past decade. In fact, WV had one of the fastest growing prison populations in the nation in recent years. According to a recent report published by the BJS, WV was ranked third in the nation with an average annual growth rate of 8.2% between 1995 and 2004 (Harrison and Beck, 2005; 2006). As a result, WV's state prison population reached 5,312 inmates at the end of 2005. Moreover, the state's prison population is forecasted to continue growing at a rate of 3.2% per a year on average, reaching 6,010 inmates in 2009. As the prison population in WV continues to grow, the need for effective reentry programming and postrelease supervision becomes even more salient. This is primarily due to the large number of serious, highrisk offenders being released into communities across the state every year. In 2005, the Division of Criminal Justice Services (DCJS) estimated that 2,157 inmates were released from WVDOC custody, up from 1,278 in 2000. As a result, the state of WV experienced a 68.8% increase in the number of prisoners released from WVDOC custody between 2000 and 2005 (Lester and Haas, 2006). Such increases have led to a record number of offenders being released to parole supervision in the state. In a single year, the number of offenders released from WVDOC custody to parole services increased by 35.6%. Between 2004 and 2005, the number of inmates paroled in WV increased from 773 to 1,048 inmates. Thus, nearly one-half (48.6%) of the 2,157 inmates released from WVDOC custody in 2005 were released on parole (Lester and Haas, 2005). Additionally, with a recent increase in the number of parole board hearings as well as continued growth in the number of WVDOC commitments and admissions, these release trends are expected to continue for some time into the future. Against this backdrop, the WVDOC began implementing a new offender reentry program across the state in 2004. The West Virginia Offender Reentry Initiative (WVORI) provides a continuum of services to offenders as they transition from prison to the community. To provide a systematic mechanism for the delivery of transitional services, the WVDOC developed a new case management system that incorporates the use of empirically-based offender assessments as well as innovative prisoner programs and services. WVDOC's Prescriptive Case Management System (PCMS) is designed to enhance inmate readiness for release by prescribing institutional programming and transitional services based on the individual needs of offenders. WVDOC's approach to offender reentry is guided by a body of research that is generally known as the "what works" literature. This literature describes a series of evidence-based practices that have come to be known as the principles of effective correctional intervention. These principles identify various characteristics of effective treatment programs, including aspects of proper program implementation and service or treatment delivery. Moreover, this research views the assessment of offender risk and needs as the first step in identifying appropriate interventions and the development of effective treatment and supervision plans. As a result, the assessment of offender risk and needs serves as the foundation for the WVDOC's PCMS. However, the implementation of a new program is a complex endeavor — even if the new program is rooted in sound, evidence-based practices. Many barriers or impediments to implementation can come into play when an organization begins to launch a new initiative. In the implementation of any new program or approach, it is necessary to obtain agency-wide commitment. An organization must work to get staff buy-in and ensure that staff are adequately trained on the system and processes. In addition, it is critical that an agency ensure that staff can appropriately apply and implement the strategies or approaches that make up the new program (Street, 2004). Research has consistently shown that the proper implementation of programs is critical for achieving positive outcomes. For instance, those programs or interventions that depart substantially from the principles known to inform effective correctional programming are much less likely to observe reductions in recidivism (Hubbard and Latessa, 2004; Lowenkamp and Latessa, 2005; Wilson and Davis, 2006). As Rhine, Mawhorr, and Parks (2006: 348) point out, "If a program has been unable to adhere to the salient principles in a substantive meaningful way, the expectation of observing a significant decrease in reoffending is predictably diminished." Such departures include the failure to properly assess offenders using valid risk and needs assessments, the inability to maintain staff buyin or conformity to the new approach, and the inability to provide adequate training, monitoring and supervision of staff responsible for administering the program (Rhine et al., 2006). Given that staff such as case managers, counselors, and parole officers interact with prisoners on a daily basis, it is critical that they are supportive of new organizational initiatives and are adequately equipped to perform the tasks necessary for proper implementation. Research has consistently shown that staff have the capacity to influence the success or failure of any initiative undertaken by a correctional organization (Cameron and Wren, 1999; Flores, Russell, Latessa, and Travis, 2005; Cagan and Hewitt-Taylor, 2004; Moon and Swaffin-Smith, 1998). Thus, this process evaluation focuses on the impact of both staff attitudes and performance on the implementation of the WVORI. More specifically, this study examines two factors known to influence the successful implementation of programs — the attitudes of correctional staff and the reliable and valid application of offender risk and needs assessments to inform case planning and programming decisions. Details: Charleston, WV: Mountain State Criminal Justice Research Services, 2006. 44p. Source: Internet Resource: West Virginia Offender Reentry Initiative: Report II: Accessed November 23, 2011 at: http://www.ojp.usdoj.gov/BJA/evaluation/program-corrections/wv-implementation.pdf Year: 2006 Country: United States URL: http://www.ojp.usdoj.gov/BJA/evaluation/program-corrections/wv-implementation.pdf Shelf Number: 123430 Keywords: Corrections OfficersPrisoner ReentryRehabilitationReintegration |
Author: Police Executive Research Forum (PERF) Title: Conducted Energy Devices: Use in a Custodial Setting Summary: These guidelines for the use of Conducted Energy Devices (CEDs) in custodial settings provide protections designed to ensure that CEDs are used in custodial settings only by deputies who have been trained in their use. CEDs are to be used by these deputies only against subjects who make a sudden attack or offer active physical resistance. In making a decision about the use of a CED, deputies must consider the entire context of a situation, including factors such as the subject’s history of violence and whether bystanders are at risk. The recommended policies also call for caution and evaluation of other options before a CED is used against elderly subjects, women believed to be pregnant, and persons with apparent physical disabilities that impair their mobility. The recommended policies also require the reporting of CED activations and prohibit using CEDs as a form of punishment. The NSA envisions that continued research into CED use, such as the U.S. Department of Justice’s current study of the impact of CED use on officers and suspects, will inform the development of additional policies governing CED use. Out of the 345 sheriffs’ agencies sent the survey, 288 returned completed surveys. The survey contained a series of open-ended and closed-ended questions about agency personnel and its detention centers, followed by questions on the agency’s mission; the number of CED-type weapons possessed; when, where, and by whom the CED weapons are authorized to be deployed; the agency’s other policies regarding CED deployment; training in CED use; and lawsuits related to CED weapons. Details: Washington, DC: Police Executive Research Forum, 2009. 36p. Source: Internet Resource: Accessed February 29, 2012 at http://www.bja.gov/pdf/PERFNSA_CED.pdf Year: 2009 Country: United States URL: http://www.bja.gov/pdf/PERFNSA_CED.pdf Shelf Number: 114886 Keywords: Conducted Energy WeaponsCorrections AdministrationCorrections OfficersNonlethal WeaponsPolice Use of ForcePolice WeaponsStun GunsTaser Guns |
Author: Liebling, Alison Title: An Exploration of Staff-Prisoner Relationships at HMP Whitemoor: 12 Years On Summary: This original research represents a significant milestone in our understanding of the role of an effective prison officer and the crucial ways in which prison staff contribute to positive relationships with offenders. While it represents a snapshot shot of one high security prison at one particular point in time, its findings present National Offender Management Service with an opportunity to reflect on the impact of changes within the high security estate, and beyond, of demographics, sentence management, power dynamics, faith issues and the particular challenges posed by extremism and concerns around radicalisation. Details: London: Ministry of Justice, 2012. 201p. Source: Internet Resource: Accessed July 25, 2012 at: http://www.justice.gov.uk/downloads/publications/research-and-analysis/moj-research/staff-prisoner-relations-whitemoor.pdf Year: 2012 Country: United Kingdom URL: http://www.justice.gov.uk/downloads/publications/research-and-analysis/moj-research/staff-prisoner-relations-whitemoor.pdf Shelf Number: 125763 Keywords: Corrections OfficersPrison AdministrationPrison ManagementPrison StaffPrisoners (U.K.)PrisonsRadicalization |
Author: Ombudsman SA (South Australia) Title: An Audit of Prisoner Complaint Handling in the South Australian Department for Correctional Services Summary: The evidence gathered in my audit indicates that the Department for Correctional Services complaint handling system is deficient in the key areas of accessibility, efficiency, fairness and accountability. The most positive aspects of the department’s current approach to complaints management is the work done in recent years to improve the circumstances of Aboriginal people in custody. This work provides a foundation upon which to build a stronger and more productive complaint handling system for all prisoners. Although custodial staff and managers may have the authority to deal with and resolve prisoner complaints in the first instance, I have formed the impression that in general terms, prisoners are not confident that custodial staff and managers are able to deal with and resolve many of their complaints at the local prison level. The findings of my audit support the view that the department’s complaint handling system is inefficient, and there is a distinct lack of consistency in the way in which complaints are dealt with at the local prison level and by the department. The audit report contains a number of recommendations under section 25(2)(b) of the Ombudsman Act to rectify or mitigate the effect of the deficiencies in the department’s complaints handling system. Details: Rundle Mall, SA: Ombudsman SA, 2012. 74p. Source: Internet Resource: Accessed August 6, 2012 at: http://www.ombudsman.sa.gov.au/An%20audit%20of%20prisoner%20complaint%20handling%20in%20the%20South%20Australian%20Department%20for%20Correctional%20Services.pdf Year: 2012 Country: Australia URL: http://www.ombudsman.sa.gov.au/An%20audit%20of%20prisoner%20complaint%20handling%20in%20the%20South%20Australian%20Department%20for%20Correctional%20Services.pdf Shelf Number: 125860 Keywords: Corrections OfficersCorrections TrainingPrison AdministrationPrison GuardsPrisoner ComplaintsPrisoners (Australia) |
Author: Power, Jenelle Title: Working With Offenders Who Self-Injure: Fostering Staff Resilience In High Stress Situations Summary: Several evidence-based interventions were identified for correctional staff in the literature, including education and training related specifically to self-injurious behaviour (SIB), role clarification to address the conflict between the requirement to maintain institutional security and safety and promote offender rehabiliation, coping skills training to reduce workplace stress and improve wellness, and the implementation of peer support groups to encourage team-based problem solving and debriefing. Implementation of specific interventions should be accompanied by a framework to assess efficacy and outcomes. What we found Staff who work with offenders who engage in SIB are at increased risk of burnout, a psychological syndrome characterized by emotional exhaustion and depersonalization. Role conflict and ambiguity, as well as a reduced sense of personal accomplishment, were noted as important correlates of burnout, particularly for younger or less experienced staff. Staff who regularly encounter SIB could be at risk for experiencing secondary traumatic stress, compassion fatigue, or vicarious traumatization. These staff members often feel ill-equiped to deal with SIB and may lack specific training in the etiology and treatment of the behaviour. Protective factors identified in the literature include social support, coping skills, physical and mental health, and a perception of adequate skills to competently perform the job. Burnout prevention interventions typically take two forms: (1) individual-focused and (2) organization-focused. Most of the research conducted to date has focused on interventions aimed at supporting individual staff members, such as education and job training, coping skills training, peer support groups, cognitive-behavioural therapy, and critical incident debriefing. Few organization-focused interventions have been empirically validated. Why we did this study Correctional staff are frequently exposed to high stress situations, particularly when working with offenders who engage in SIB. Continued exposure to high stress environments may have negative physical and psycholocal effects and staff who work with offenders who engage in SIB are at increased risk of burnout. The purpose of this research was to identify evidence-based interventions or management practices that promote staff resilience and could be implemented to mitigate stressful working environments in correctional institutions. What we did A literature review was conducted to identify specific factors related to burnout in correctional staff and characteristics of staff resilience when working with offenders who self-injure. A review of the literature on evidence-based interventions that have been successfully implemented at the organizational and individual level was also undertaken. Details: Ottawa: Correctional Service of Canada, 2014. 33p. Source: Internet Resource: Research Report No. R-276: Accessed August 23, 2014 at: http://www.csc-scc.gc.ca/005/008/092/005008-0276-eng.pdf Year: 2014 Country: Canada URL: http://www.csc-scc.gc.ca/005/008/092/005008-0276-eng.pdf Shelf Number: 133125 Keywords: Correctional StaffCorrections OfficersJob StressPrison GuardsPrison Officers Staff Burnout |
Author: Harris, Aileen Title: Therapeutic Alliance and Offender-Staff Relations in Women's Corrections Summary: What it means The current study demonstrates that healthy working relationships between institutional parole officers (POs) and women offenders may contribute to the overall adjustment of women during their incarceration. Although the findings are preliminary in nature, the results emphasize the importance of positive staff-offender interactions, the practice of dynamic security, and the selection of correctional staff with qualities that foster positive alliances with offenders in promoting correctional objectives. What we found Results of a correlation analysis demonstrated that women's perceived level of bonding with their PO was related to their institutional adjustment. Women with higher bond ratings were less likely to engage in institutional misconducts (r = -.22, p < .05). Interview responses from both staff and offenders further supported the importance of maintaining relational health and positive alliances within the institutional setting. Women consistently highlighted the importance of communication, interpersonal and relational skills that facilitate positive alliances between staff and offenders. Staff demonstrated their knowledge of the construct of therapeutic alliance, its meaning, and its application to the job, while also acknowledging the challenges of establishing alliances with such a diverse population within an environment that requires a focus on both positive interactions and safety/security concerns. The majority of staff and women indicated that dynamic security was being practiced across all of the women's sites. However, both groups also recognized certain operational demands and the provision of resources as obstacles in the maintenance of alliances. Why we did this study The current study emerged in response to an increasing focus in correctional literature on the importance of therapeutic alliance. Therapeutic alliance has been conceptualized as the collaborative and affective rapport established between a treatment provider and his/her client(s). The quality of this alliance is an important variable in the treatment process, affecting rehabilitation outcomes across diverse modes of treatment. Research in this area in correctional settings, particularly in settings with women offenders, is limited. The purpose of the current study, therefore, was to investigate the extent to which relationships between women offenders and institutional staff in the federal correctional system are characterized by healthy connections while exploring the construct of the therapeutic alliance. What we did Participants consisted of 124 women offenders and 88 correctional staff from all six women's federal facilities in Canada. Measures of alliance and relational health were used as predictors of institutional misconducts. Semi-structured interviews were used to gather information regarding staff and offender perceptions of alliances overall within the facility as well as the impact of the operational environment (dynamic/static security) on the development of such alliances. Details: Ottawa: Correctional Service of Canada, 2014. 1p. (Summary report). Full report is available upon request. Source: Internet Resource: Research Report No. R-305: Accessed April 1, 2015 at: http://www.csc-scc.gc.ca/005/008/092/005008-0305-eng.pdf Year: 2014 Country: Canada URL: http://www.csc-scc.gc.ca/005/008/092/005008-0305-eng.pdf Shelf Number: 135120 Keywords: Corrections OfficersFemale InmatesFemale OffendersOffender Treatment ProgramsParole OfficersParolees |
Author: Liebowitz, Sarah Title: Sheriff Baca's Strike Force: Deputy Violence and Head Injuries of Inmates in LA County Jails Summary: Correctional officers should strike inmates' heads only as a matter of last resort. But in the Los Angeles County Jails, that is not the reality. As explained below, there is clear evidence that the Los Angeles County Sheriff's Department ("LASD") deputies have used head strikes with alarming regularity in the Los Angeles County jails. In many of those incidents the head strikes have caused significant injuries. The manner and frequency of such head strikes strongly suggests an inappropriate use of force by deputies. In recent years, Los Angeles Sheriff's deputies have stomped on inmates' heads, even after shackling those inmates' hands. They have bashed inmates' faces into concrete walls. They have fractured inmates' facial bones - noses, jaws, cheekbones, or eye sockets. The ACLU is aware of least 11 inmates who have had their facial bones broken by LASD deputies in the past three years. One inmate has lost vision in one eye. Others have undergone surgery. Sixty-four people have made sworn statements describing incidents in which deputies targeted inmates' heads for attack between 2009 and 2012. These are not mere unsubstantiated complaints. The ACLU has corroborated 12 of these allegations of head injuries with secondary evidence, such as medical records, photographic documentation, or civilian reports. In several other instances, inmate witnesses have corroborated reports of deputy-on-inmate head strikes. Details: Los Angeles: ACLU of Southern California, the ACLU National Prison Project, and Paul Hastings LLP, 2012. 11p. Source: Internet Resource: Accessed May 20, 2015 at: http://nationinside.org/images/pdf/107082827-sheriff-baca_s-strike-force-deputy-violence-and-head-injuries-of-inmates-in-la-county-jails.pdf Year: 2012 Country: United States URL: http://nationinside.org/images/pdf/107082827-sheriff-baca_s-strike-force-deputy-violence-and-head-injuries-of-inmates-in-la-county-jails.pdf Shelf Number: 135722 Keywords: Corrections OfficersJail InmatesPrison GuardsPrisoner Maltreatment |
Author: Liebowitz, Sarah Title: Cruel and Usual Punishment: How A Savage Gang Of Deputies Controls LA County Jails Summary: To be an inmate in the Los Angeles County jails is to fear deputy attacks. In the past year, deputies have assaulted scores of non-resisting inmates, according to reports from jail chaplains, civilians, and inmates. Deputies have attacked inmates for complaining about property missing from their cells. They have beaten inmates for asking for medical treatment, for the nature of their alleged offenses, and for the color of their skin. They have beaten inmates in wheelchairs. They have beaten an inmate, paraded him naked down a jail module, and placed him in a cell to be sexually assaulted.6 Many attacks are unprovoked. Nearly all go unpunished: these acts of violence are covered up by a department that refuses to acknowledge the pervasiveness of deputy violence in the jail system. Deputies act with such impunity that in the past year even civilians have begun coming forward with eyewitness accounts of deputies beating non-resisting inmates in the jails. These civilian accounts support the seventy inmate declarations describing deputy-on-inmate beatings and deputy-instigated inmate-on-inmate violence and deputy threats of assaults against inmates that the ACLU Foundation of Southern California (ACLU/SC) has collected in the past year, as well as the myriad inmate declarations the ACLU/SC has collected over the years. The violence that takes place in the Los Angeles County jails is far from normal. These are not average jails with isolated or sporadic incidents of deputy misbehavior. Thomas Parker, a former FBI Agent and Assistant Special Agent in Charge of the Bureau's Los Angeles Field Office, reviewed inmate, former inmate, chaplain and civilian declarations, reports, correspondence, media articles, and legal filings, and found: "Of all the jails I have had the occasion to visit, tour, or conduct investigations within, domestically and internationally, I have never experienced any facility exhibiting the volume and repetitive patterns of violence, misfeasance, and malfeasance impacting the Los Angeles County jail system. ..." "There is at least a two decade history of corruption within the ranks of the Los Angeles Sherriff's Department (LASD). In most of those cases, lower level deputies and civilian employees were prosecuted, but no one at the command level responsible for those employees appears to have been held accountable and appropriately punished for failure to properly supervise and manage their subordinate personnel and resources. In my opinion, this has provided the 'seedbe' for continued lax supervision, violence, and corruption within LASD and the county jails it administers," Mr. Parker concluded. Details: Los Angeles: ACLU National Prison Project; ACLU of Southern California, 2011. 32p. Source: Internet Resource: Accessed May 20, 2015 at: https://www.aclu.org/files/assets/78162_aclu_jails_r2_lr.pdf Year: 2011 Country: United States URL: https://www.aclu.org/files/assets/78162_aclu_jails_r2_lr.pdf Shelf Number: 135724 Keywords: Corrections OfficersJail InmatesJailsPrison GuardsPrisoner Maltreatment |
Author: New York City Department of Investigation Title: New York City Department of Investigation Report on the Recruiting and Hiring Process for New York City Correction Officers Summary: Department of Investigation (DOI) Commissioner Mark G. Peters today issued a comprehensive review of the Department of Correction's (DOC) hiring process for correction officers at Rikers Island, uncovering a deeply flawed system in which more than a third of officers were hired despite numerous corruption and safety hazards, including multiple prior arrests and convictions, prior associations with gang members, or relationships with inmates. Equally troubling, the Applicant Investigation Unit (AIU), responsible for screening potential recruits, relied on antiquated and haphazardly filed paper personnel documents and had little to no access to software necessary to perform basic background and credit checks. As a result, DOC has already replaced both its Director and Deputy Commissioner responsible for oversight of the AIU and responsible for the hiring of the applicants DOI reviewed, assigned additional staff to the screening process and committed to an aggressive set of reforms in this area. DOI Commissioner Mark G. Peters said, "DOI's latest investigation on Rikers Island exposes a shockingly inadequate screening system, which has led to the hiring of many officers that are underqualified and unfit for duty. Applicants with a history of violence or gang affiliations should not be patrolling our jails. Positions as law enforcement officers demand better. We are pleased DOC has listened to our recommendations and is taking the necessary steps, after a decade of neglect, to strengthen its recruitment to attract candidates with only the highest talent and character." DOC Commissioner Joseph Ponte said, "Improving staff recruitment, training and retention is a key part of my agenda of meaningful reform. My earliest actions as commissioner included providing new leadership for our staff recruiting and training operations. We have subsequently made significant changes to the Applicant Investigation Unit, including many based on recommendations from the DOI. Because at the end of the day, our performance is only as strong as the men and women who fill the posts that keep our facilities operating 24/7." This report is another piece of DOI's ongoing investigation into criminal activity and civil disorder at Rikers Island. As part of the probe, which began in early 2014, investigators spent over 200 hours interviewing staff, conducting site visits, and reviewing over 75,000 documents related to the hiring process. Details: New York: New York City Department of Investigation, 2015. 24p. Source: Internet Resource: Accessed May 30, 2015 at: https://s3.amazonaws.com/s3.documentcloud.org/documents/1502818/new-york-city-department-of-investigation-report.pdf Year: 2015 Country: United States URL: https://s3.amazonaws.com/s3.documentcloud.org/documents/1502818/new-york-city-department-of-investigation-report.pdf Shelf Number: 135830 Keywords: Correctional InstitutionsCorrections OfficersJailsPrisoner MaltreatmentRikers Island |
Author: Kenny, Tom Title: Experiences of prison officers delivering Five Minute Interventions at HMP/YOI Portland Summary: This report summarises qualitative research into the experiences of prison officers implementing the Five Minute Intervention Project (FMI) at Her Majesty's Prison and Young Offender Institution (HMP/YOI) Portland. The FMI project trained prison officers to turn everyday conversations with prisoners into rehabilitative interventions. The study was funded by NOMS to understand how FMI may contribute to a positive rehabilitative environment in custody. Ten officers trained in FMI were interviewed at six-weekly intervals between June and October 2013, and their accounts of their conversations with prisoners were compared to ten officers who were not trained in FMI. Key findings A typology defined officers as Rehabilitative, Pre-Rehabilitative, Frustrated or Disengaged, referring to their motivation and ability to engage in rehabilitative efforts with prisoners. Positive process changes over time were observed in the FMI officer group: - Officers demonstrated improvements in the skill of rehabilitative conversation that were not seen in the comparison group. - The FMI officers appeared better able than comparison group colleagues to address underlying criminogenic needs. - Some FMI officers moved type to become Rehabilitative officers. For the successful delivery of FMIs, the following were identified as key components: - A focus on building rapport with prisoners before FMIs began. - Creating opportunities as well as seizing ad hoc chances to use FMIs. - Using a range of FMI skills, other skills and clear motivations to address prisoners' issues. The outcomes associated with FMI perceived by officers were: - Improved relationships with prisoners. - Increased job satisfaction. - Observable improvements in prisoners' thinking skills. - Observable improvements in prisoners' self-efficacy and problem-solving abilities. These changes and outcomes were observed despite the project taking place at a time of considerable national organisational change, with associated anxieties for the staff group involved. Details: London: National Offender Management Service, 2015. 5p. Source: Internet Resource: Analytical Summary: Accessed July 30, 2015 at: https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/448854/portland-fmi.pdf Year: 2015 Country: United Kingdom URL: https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/448854/portland-fmi.pdf Shelf Number: 136268 Keywords: Corrections OfficersInterventionsPrison GuardsPrisonersRehabilitationTreatment Programs |
Author: Correctional Association of New York Title: Greene Correctional Facility: 2012-2014 Summary: Greene C.F. has one of the highest concentrations of young people in any New York State prison, and also some of the highest reported allegations of staff violence, harassment, and intimidation against incarcerated persons. The Correctional Association of New York (CA) Prison Visiting Project (PVP) visited Greene C.F. on November 8 and 9, 2012, and received updated information about Greene from incarcerated persons and staff in 2014. The median age of people incarcerated at Greene is 22, there were over 40 children aged 16 or 17 at the prison as of October 2014, and 82% of the people incarcerated at Greene were Black or Latino. Although a medium security prison, Greene ranked as one of the worst CA-visited prisons on almost all indicators of safety and alleged physical abuse of incarcerated persons by security staff. Worse still, staff physical abuse, intimidation, racial and verbal harassment, retaliation, and use of solitary confinement were reportedly most directed at young people at Greene, including teenagers and youth into their early twenties. The CA did find some positive aspects at Greene, including a large number of programs. Yet, the levels of reported abuse of young people are unacceptable and far overshadowed any positive aspects. DOCCS and state policy-makers must stop all abuses taking place, remove all 16- and 17-year-olds from Greene and all adult prisons and jails, and create a more supportive, developmentally-appropriate environment for young people into their mid-twenties, and indeed for all people incarcerated. Details: New York: Correctional Association of New York, 2014. 57p. Source: Internet Resource: Accessed August 20, 2015 at: http://www.correctionalassociation.org/wp-content/uploads/2014/10/Greene-C.F.-Report-Final.pdf Year: 2014 Country: United States URL: http://www.correctionalassociation.org/wp-content/uploads/2014/10/Greene-C.F.-Report-Final.pdf Shelf Number: 136510 Keywords: Correctional InstitutionsCorrections OfficersPrison ConditionsPrison GuardsPrisonsYoung Adult Offenders |
Author: Association of State Correctional Administrators Title: Assessment of Use of Force Policy and Practices within the Florida Department of Corrections Summary: The Florida Department of Corrections today highlighted the completion of a full report by the Association of State Correctional Administrators (ASCA) on the results of their independent audit of the Department's use of force policies and procedures. ASCA reported that at all levels of the agency, it is readily apparent that a thorough review of the use of force policy is welcomed and there exists impressive commitment to improve the policy and practice of using force legally and appropriately. Secretary Julie Jones said, "I would like to thank the Association of State Correctional Administrators for completing this audit on behalf of the Florida Department of Corrections. The information provided in this review reflects the Department's ongoing efforts to increase accountability and safety within our institutions and our goal of becoming a national leader in correctional policy. I look forward to implementing the recommendations provided in this review and further improving and strengthening the operations of this department." The audit took place at Columbia, Dade, Martin, Santa Rosa, Suwannee and Union Correctional Institutions. This use of force audit was requested by DOC in 2014 and is separate from the audit ordered by the Governor in Executive Order 15-134 in July. Auditors selected each facility based on criteria such as the number and nature of use of force incidents, inmate population size, geographical location and predominant custody level. During the review, a team of auditors focused on the following five key areas: use of force policy, facility use of force procedures, facility culture, staffing and security operations. Details: Tallahassee: Florida Department of Corrections, 2015. 83p. Source: Internet Resource: Accessed September 24, 2015 at: http://www.dc.state.fl.us/secretary/press/2015/ASCA%20Use%20of%20Force%20Audit%20(2015).pdf Year: 2015 Country: United States URL: http://www.dc.state.fl.us/secretary/press/2015/ASCA%20Use%20of%20Force%20Audit%20(2015).pdf Shelf Number: 136862 Keywords: Correctional AdministrationCorrections OfficersInmate DisciplinePrison AdministrationPrison GuardsPrisoner Misconduct |
Author: McArthur, Gary Title: Prison 'as' punishment or prison 'for' punishment: examining the views of prison officers toward prison Summary: In recent years, prison numbers have grown despite falling levels of crime. Considering the increasing use of custodial sentences, which in many ways can be attributed to the rise of penal populism, research has largely ignored the views of those best placed to offer opinion on the role which imprisonment plays: those who deal with offenders and prison life on a daily basis. Prison officers are responsible for the implementation of penal policy and have the authority to undermine or enhance the goals of the establishment where they work, yet in answering the philosophical questions underlying imprisonment; their views have rarely been sought. This study utilised a mixed-method survey to examine the views of 398 prison officers working in Scottish Prison Service establishments. The purpose of this was to identify and explore the attitudes which prison officers hold in relation to imprisonment. Specifically, respondents were questioned on what should be the main purpose of prison, whether it should be a place where offenders are sent 'as' punishment or 'for' punishment, the effectiveness of prison, and who should influence its policies. Findings revealed prison officers viewed rehabilitation as the most important purpose of imprisonment, with retribution the least important. The majority of officers believed that offenders should be sent to prison 'as' punishment for their crime; though many felt that prison should constitute a place where offenders are sent both 'as' punishment and 'for' further punishment. Prison officers were largely undecided over the effectiveness of prison; however felt that their role was critical in reducing reoffending. Furthermore, respondents felt their views were often undervalued and believed prison officers should have more authority in the determining of penal policy, whereas political and public influence should be limited. Analysis reveals the views of prison officers to be largely supportive of the organisation they represent. Findings also provide the basis for a possible divergence of thought between the punitive message politicians promote, and what the Scottish Prison Service aims to achieve. Details: Portsmouth, UK: University of Portsmouth, Institute of Criminal Justice Studies, 2014. 96p. Source: Internet Resource: Thesis: Accessed October 15, 2015 at: http://www.sps.gov.uk/ Year: 2014 Country: United Kingdom URL: http://www.sps.gov.uk/ Shelf Number: 136991 Keywords: Correctional AdministrationCorrections OfficersPrison OfficersPrisons (Scotland) |
Author: Reid Howie Associates Title: HMP Low Moss Research Programme into Innovative Practice 2012-2014. (Vol 2). Relationships, Culture and Ethos Summary: There have been a number of significant changes in the SPS in recent years at strategic, policy and practice level, and in wider criminal justice policy. The new HMP Low Moss has been involved in implementing and testing innovative practice and the revised SPS operating philosophy since it opened in March 2012. A range of new practices have been introduced into the prison which are designed to stimulate, promote and sustain cultural change and to support prisoner rehabilitation within the new penal environment. A programme of research has been undertaken to explore these innovative practices in Low Moss and their impact, in the context of wider changes. This research was part of that programme, and the overall objectives of this study were to examine the quality of relationships within the regime and the nature of the prevailing culture and ethos in Low Moss. The study took an "Appreciative Inquiry" (AI) approach to identifying the key issues for those living and working in Low Moss, with a focus on identifying "best experiences" throughout/ Key Findings There were generally very positive views of the relationships, culture and ethos in Low Moss from stakeholder groups of all types. The research identified a prevalent view that Low Moss was different (and preferable) to other prisons in Scotland. Key factors included the focus in the prison on: - Relationships based on mutual respect, support and appropriate values. - Positive relationships with families. - Provision of opportunities and holistic support to prisoners, to enable change. - The overall environment, including safety and comfort. - A positive, "can-do" ethos and culture. The research found that the Low Moss regime, operating philosophy and culture were seen to have become an integral part of the prison in its first 18 months, with the approach having "bedded in". The approach was seen to have a positive impact upon stakeholders in terms of, for example: day to day well-being and satisfaction; personal development; addressing specific issues; promoting positive change among prisoners; and contributing to the likelihood of their future desistance from offending. There was found to be a shared strategic approach and "vision" at senior management level, with a high level of commitment, as well as good team-working and mutual support and a general focus on enabling and encouraging new ideas. Most staff viewed working in Low Moss favourably, with strong teamworking and generally positive views of relationships with a range of stakeholders. Staff recognised the difference in their work with prisoners implied by the Low Moss approach, and many valued the challenge. The prison was seen to have high expectations of staff, and staff were generally proud of their involvement in "making a difference". There were seen to be good opportunities for learning and development for ambitious staff. Most of the prisoners identified Low Moss as being different to other prisons they had experienced, and expressed positive views of the difference. Aspects of the Low Moss approach identified as particularly important to them included: better treatment by staff; the "family-friendly approach"; positive opportunities and support; the relaxed atmosphere; and the safe, clean, well-equipped and modern environment. Relationships between prisoners themselves were also seen to be generally good, particularly in the PIP section (for those in custody for the first time), and the provision of support by other prisoners was common. Prisoners generally felt that they were listened to, and that the staff would explain reasons for decisions more readily than in other prisons. Other stakeholders and service providers were also very positive overall about the prison, and their own experiences and involvement. There was seen to be a good level of partnership and "joined up" working, with input from other stakeholders being seen as integral to the holistic approach within the prison. Details: Edinburgh: Scottish Prison Service, 2014. 66p. Source: Internet Resource: Accessed October 19, 2015 at: http://www.sps.gov.uk/Corporate/Publications/Publication-3520.aspx Year: 2014 Country: United Kingdom URL: http://www.sps.gov.uk/Corporate/Publications/Publication-3520.aspx Shelf Number: 137004 Keywords: Children of PrisonersCorrectional AdministrationCorrections OfficersFamilies of InmatesPrison AdministrationPrisons |
Author: Concert Group Logistics (CGL) Title: Study of Operations of the Florida Department of Corrections Summary: The Office of Program Policy Analysis and Government Accountability (OPPAGA), a joint entity of the Florida Legislature (Legislature), solicited competitive bids in order to award a contract with an independent consultant for a Study of Operations of the Florida Department of Corrections (FDC). The goal of the solicitation process was to fulfill the requirements of Chapter 2015-232, Laws of Florida (also known as Senate Bill 2500-A) passed during a special 2015 session of the Legislature. The bill states: "From the funds in Specific Appropriations 2667 and 2668, $300,000 in nonrecurring general revenue funds is appropriated for the Office of Program Policy Analysis and Government Accountability to contract with an independent consultant to study the operations of the Department of Corrections with regard to the incarceration of inmates. The contractor shall identify both positive and negative aspects of the department's operations and shall prepare a report of its findings, including recommendations for improvements. The report shall be submitted to the Governor, the President of the Senate, and the Speaker of the House of Representatives no later than December 1, 2015." The solicitation sought a consultant to conduct an immediate, thorough, and detailed study of the operations of the FDC with reference to applicable best management practices in the corrections industry. Consistent with the time requirements contained in Senate Bill 2500-A, the final report for this study was required to be submitted no later than November 30, 2015. Details: Tallahassee, FL: Florida Legislature, Office of Program Policy Analysis and Government Accountability, 2015. 178p. Source: Internet Resource: Accessed February 8, 2016 at: http://www.oppaga.state.fl.us/MonitorDocs/Reports/pdf/15-FDC.pdf Year: 2015 Country: United States URL: http://www.oppaga.state.fl.us/MonitorDocs/Reports/pdf/15-FDC.pdf Shelf Number: 137806 Keywords: Correctional AdministrationCorrectional ProgramsCorrections OfficersPrison GuardsPrisonsRisk and Needs Assessment |
Author: Florida. Legislature. Office of Program Policy Analysis & Government Accountability Title: Review of Department of Corrections and Criminal Justice Standards and Training Commission Processes for Correctional Officer Misconduct Summary: Department of Corrections (DOC) correctional officers must obtain certification and maintain good moral character. In instances of alleged misconduct, both DOC and the Florida Department of Law Enforcement's Criminal Justice Standards and Training Commission can be involved in disciplinary actions. The Department of Corrections investigates and disciplines correctional officers for misconduct. When officers have violated certification requirements, the department refers the case to the commission. Commission staff reviewed over 5,300 DOC correctional officer misconduct cases since 2004. Staff referred 54% of these cases for a probable cause hearing; of these, 90% were presented to the commission for disciplinary action. Approximately two-thirds (67%) of the correctional officers disciplined by the commission lost their certification. Although there are three times as many law enforcement officers as DOC correctional officers, the commission hears more correctional officer cases. Over time the commission has added new violations and revised existing penalties and the Legislature has modified the commission's jurisdiction and membership. The Legislature may wish to consider revising the commission's membership again by adding new commission members or changing some positions. As directed by the Legislature, this report describes correctional officer misconduct and discipline in Florida, including an analysis of the number and types of disciplinary actions, the policies related to disciplinary measures against correctional officers, and correctional officer disciplinary practices in other states. Details: Tallahassee, FL: OPPAGA, 2015 (Revised 2016), 20p. Source: Internet Resource: Report No. 15-08: Accessed March 9, 2016 at: http://www.oppaga.state.fl.us/MonitorDocs/Reports/pdf/1508rpt.pdf Year: 2015 Country: United States URL: http://www.oppaga.state.fl.us/MonitorDocs/Reports/pdf/1508rpt.pdf Shelf Number: 138138 Keywords: Correctional AdministrationCorrections OfficersPrison Guards |
Author: O'Brien, Rachel Title: Building a Rehabilitation culture Summary: This report argues that prisons will continue to struggle to rehabilitate offenders unless they are able to develop stronger, more positive links with their communities and economies. The RSA sets out an alternative model of a not-for-profit community prison that would provide custody and rehabilitation services on a single site, bringing back to life unused Moj assets adjacent to existing prisons. It proposed a model where prisoners and ex-offenders would be paid to work in social enterprises. Was there a way to benefit from the innovations and freedoms that can come with private investment and partnership, but with the ethical constraints and focus of the public and voluntary sector? We were struck by the fact that the work of prison officers and the service was largely invisible or misunderstood by the public. Whereas people would defend the NHS and schools and believed they understood health and education services, the prison service is something that happens 'out of sight', and is largely ignored, until something goes wrong. Yet in polls the public put crime at the top of their concerns. What kind of approach would better involve people, communities, and employers in helping prisons to do the work that we ask of them? These questions and more will inform the study the RSA is undertaking as we assess the potential for taking the Transitions idea to the next stage and is working with a public prison in East Yorkshire to this end. Since publication of its original 'vision' pamphlet in 2011, the RSA has secured funding to undertake a major feasibility study throughout 2013. Details: London: RSA, 2014. 56p. Source: Internet Resource: Accessed May 11, 2016 at: https://www.thersa.org/discover/publications-and-articles/reports/building-a-rehabilitation-culture/ Year: 2014 Country: United Kingdom URL: https://www.thersa.org/discover/publications-and-articles/reports/building-a-rehabilitation-culture/ Shelf Number: 138967 Keywords: Correctional ProgramsCorrections OfficersPrison GuardsPrison ProgramsPrisoner RehabilitationPrisoners |
Author: Caudill, Jonathan W. Title: Breaking Ground: Preliminary Report of Butte County Sheriff's Alternative Custody Supervision Program Summary: In January 2012, Sally Parker organized, at the request of Jon Caudill, a meeting between them, Undersheriff Kory Honea, Captain Andy Duch, Lt. Brian Flicker, and Ryan Patten. Recent AB 109 developments, including creation of the Butte County Sheriff's Office Alternative Custody Supervision (ACS) Program, led the legislated shift of prisoners from the state prison system to the county jail systems to the center stage across the state. From the meeting originated a research agreement between the Principle Investigator, Jonathan Caudill, and the Butte County Sheriff's Office (BCSO) including three specific projects: a) identify county prisoner inmate needs, b) establish a recidivism measure, and c) evaluate implementation of the ACS Program. These specific projects, however, also relate to a general philosophy of managing the jail population and improving public safety, while providing offenders with appropriate tools for success. The balance between public safety, managing jail resources, and offender treatment has been the focus of many discussions and the focal point of the BCSO Executive Command. The key to balancing these foci is understanding their interconnectedness. The overarching goals of these projects have been to understand this interconnectedness and identify specific adjustments. As explained in the findings section, we found some anticipated and some unexpected results. First and as expected, we found that many of the surveyed inmates expressed a desire for services while incarcerated and continued assistance during reentry. Several theoretical frameworks may explain these findings; however, the underlying desire for a continuum of services remains. While these are preliminary findings and should be interpreted as such, these findings are commonsensical as we know that approximately two-thirds of inmates were unemployed when arrested. If an individual is unemployed prior to a new felony conviction and incarceration, they are even less employable afterwards. Given these findings, we recommend the BCSO staff conduct a supervision and treatment plan for all potential ACS eligible inmates. Implemented correctly, this strategy will increase treatment accuracy and gauge supervision needs. Our second expected finding was the limitations of the current data collection strategy and offender management system. We knew at the onset that intensive community supervision was a new concept for the BCSO and, therefore, they lacked appropriate software. The BCSO, at the time of this report, has an active jail information management system request for proposal and requested that this study's PI consult in the proposal scoring process. We recommend that the BCSO continue their search for an appropriate offender management system that has the capacity to store historical data and network with other county systems. Third, we discovered that the BCSO implemented the ACS Program in an efficient manner and is now prepared to proceed to the formalization phase. In fact, the projected one-year recidivism estimation suggested the ACS program has a lower recidivism rate than the most recent California Department of Corrections and Rehabilitation (CDCR) one-year recidivism rate. Our analyses revealed the current ACS six-month recidivism rate just below 20 percent (0.19). Based on this number and previous time-to-recidivism research, we estimated the ACS program one-year recidivism rate at 0.327, while the most recent CDCR recidivism estimate for property and drug offenders was 0.492. Additionally, the data suggest that officers are maintaining a service orientation (67 percent of all officer-participant encounters were service, as opposed to enforcement). This trend, however, has the potential to wane once the program newness expires. New programs produce excitement and enthusiasm, but the natural conflict accompanying offender management can generate "burnout" and depersonalization. Depersonalization can hinder service provision and supervision strategies. To protect ACS officers from unnecessary occupational stress, we recommend that the BCSO further formalize the ACS program, to include additional officer training and a comprehensive, evidence-based supervision strategy. Beyond the anticipated preliminary findings, we also discovered two unanticipated findings. First, both the logistic regression model and survival analysis revealed an opportunity to make the ACS risk assessment tool more efficient. Although the estimated coefficients were in the appropriate direction (positive correlation between risk scores and recidivism), the unadjusted risk scores lacked consistency across time (see Graph 1 for a visual representation of risk scores regressed on time to failure). These findings suggest that the BCSO can use proper data, a comprehensive understanding of crime and its correlates, and advanced statistics to improve public safety through recidivism reduction and resource management. To improve the risk assessment tool, we recommend that the BCSO explore a population-validated risk assessment tool. Our last two findings are of methodological concerns. We discovered during the preliminary analysis that the inmate needs survey design and delivery required adjustment. Specifically, the results suggest two previous treatment questions produced poor response rates and at least one current needs question confused interview sessions. The research team is considering both of these issues and they anticipate a new version of the inmate needs survey. Related to survey delivery, there remains confusion among jail staff and inmates as to the project goals, thereby making this process somewhat inefficient. The research team implemented an alternative survey strategy and, after evaluation of the response rates, they may recommend further data collection adjustments. The second methodological concern focuses mainly on evaluation resources. The preliminary results provide several interesting outcomes and important corollary projects. The additional pressures of county prison on the BCSO jail have generated further interest in resource management strategies and efficient alternative custody programs. For example, the BCSO administrative staff approved an experimental research design assessing the efficiencies of flash incarceration as an intermediate sanction. Unfortunately, the research team lacks resources beyond the current evaluation plan to conduct this study given their other professional demands. Based on the gravity and complexity of AB 109 legislation and the innovative strategy spearheaded by the BCSO in response to resource re-alignment, we recommend the BCSO work proactively to prioritize research projects promoting public safety and resource management. Related, the BCSO has the potential to move from a state best-practices model6 to a national model of best practices, but this may require additional evaluation resources. Based on this logic, the BCSO should continue external funding activities that include evaluation resources. Collectively, the preliminary findings are positive for BCSO's goal of balancing public safety, jail resources, and offender treatment. The American Civil Liberties Union of California recently released a county-level analysis of best practices, Public Safety Realignment: California at a Crossroads. The terminology "at a crossroads" suggests what occurs now will have a profound influence on the future of offender management. We find value in this idea, but also assert that offender management is dynamic and requires recursive evidence-based program models. The BCSO is breaking ground with an unparalleled, innovative approach to public safety, jail resource management, and offender treatment. For the BCSO, the next logical step is to utilize these preliminary findings as a guidepost for program development. Details: Chico, CA: California State University, Chico, 2012. 36p. Source: Internet Resource: Accessed June 3, 2016 at: https://www.csuchico.edu/pols/documents/breaking-ground-final-report.pdf Year: 2012 Country: United States URL: https://www.csuchico.edu/pols/documents/breaking-ground-final-report.pdf Shelf Number: 139275 Keywords: Corrections OfficersCriminal Justice ReformJail InmatesJailsOffender SupervisionPublic Safety RealignmentRecidivismUnemployment and Crime |
Author: Willison, Janeen Buck Title: Creating and Measuring a Healing Environment in the Virginia Department of Corrections The National Institute of Corrections' Norval Morris Workforce Initiative: Wave 2 Findings Summary: This report presents early findings from the Virginia Department of Corrections' (VA-DOC) Healing Environment Initiative (HEI), which is designed to inspire staff toward excellence, foster positive behavior change among people housed in Virginia's prisons, and promote safer communities. Analyses of two waves of surveys of over 6,300 VA-DOC staff indicate that leadership development coupled with training on effective communication techniques positively influence workplace culture, and staff are more optimistic about their role in creating a dynamic, ethical, positive workplace. However, staff views of the HEI vary by level and agency, with supervisors viewing the HEI more favorably than frontline staff, and community corrections staff rating the HEI more positively than prison staff. Staff in higher security prisons question the feasibility of the HEI. Details: Washington, DC: Urban Institute, 2014. 43p. Source: Internet Resource: Accessed June 24, 2017 at: http://www.urban.org/sites/default/files/publication/91411/nm_wave_2_brief_createmeasure_hei.pdf Year: 2014 Country: United States URL: http://www.urban.org/sites/default/files/publication/91411/nm_wave_2_brief_createmeasure_hei.pdf Shelf Number: 146357 Keywords: Corrections OfficersPrison GuardsPrison StaffPrisoner RehabilitationPrisons |
Author: Muntingh, Lukas Title: Understanding impunity in the South African law enforcement agencies Summary: This paper analyses the underlying structural and functional reasons for de facto impunity in South African law enforcement with specific reference to the South African Police Service (SAPS) and the Department of Correctional Services (DCS). While the legislative framework presents no major obstacles to holding state officials accountable for gross rights violations, it remains a rare event that officials are prosecuted and convicted for assault, torture and actions resulting in the death of criminal suspects and prisoners. The paper argues that the reasons for prevailing impunity in respect of rights violations perpetrated by state officials are found across a broad spectrum. These relate firstly to South Africa's historical development and in particular the security forces inherited by the Government of National Unity (GNU) in 1994. The failure by the National Prosecuting Authority (NPA) to prosecute apartheid-era perpetrators of rights violations following the Truth and Reconciliation Commission (TRC) set a particular benchmark that left victims frustrated and, more importantly, a prosecutorial approach tolerant of rights violations. Important legal and policy developments in the police and prison system faltered in material ways and this further undermined accountability. Post-1994 governments' response to or lack thereof, in respect of obligations under international human rights law and treaty monitoring bodies left much to be desired, thus further strengthening a perception that the state is not accountable. At the functional level it is argued that the state has failed to regard the high incidence of rights violations as a systemic problem and rather opted to focus on managing the media fall-out when high profile violations surface. The manner in which the NPA has dealt with rights violations perpetrated by law enforcement officials clearly indicate that it is reluctant to prosecute, but it has also not been called to account for this trend and explain the reasons why recommendations by oversight structures to prosecute are in the overwhelming majority of cases not followed. Impunity is also enabled by the erratic enforcement of the internal disciplinary codes in SAPS and DCS. Statistics show great variation from year to year, indicative that managers in these two departments do not enforcement discipline in a consistent manner. With reference to designated oversight structures, it is observed that recommendations to these two departments are seldom followed. This is particularly the case with SAPS and the Independent Complaints Directorate (ICD). Civil litigation against the two departments in respect of rights violations result in substantial costs to the tax payer, yet the two departments have not regarded this as the result of systemic problems and opted to contest these claims individually. As a result of de facto impunity, law enforcement is increasingly suffering from a legitimacy crisis and public confidence in these institutions are probably at all-time low. To address impunity it is required that transparency and accountability be strengthened to ensure that the transformative ideals of the Constitution are realised. Details: South Africa: Civil Society Prison Reform Initiative (CSPRI) c/o Community Law Centre, 2013. 59p. Source: Internet Resource: Accessed August 4, 2017 at: http://acjr.org.za/resource-centre/understanding-impunity-in-the-south-african-law-enforcement-agencies Year: 2013 Country: South Africa URL: http://acjr.org.za/resource-centre/understanding-impunity-in-the-south-african-law-enforcement-agencies Shelf Number: 146703 Keywords: Corrections OfficersHuman Rights AbusesLaw EnforcementPolice AccountabilityPolicingPrison GuardsPrisons |
Author: Ferdik, Frank Valentino Title: Correctional Officer Safety and Wellness Literature Synthesis Summary: Correctional officers (COs) play a pivotal role within the wider prison system as they are tasked with numerous responsibilities designed to ensure that their respective facilities are operating efficiently. As the front-line bureaucrats of the prison institution (Lipsky, 2010), COs are charged with supervising the activities of inmates, enforcing rules and regulations, affording offenders access to social services, and perhaps most importantly, maintaining order (Crawley, 2004; Kauffmann, 1989). They are also tasked with responding to administrative demands; searching cells for drugs, weapons, and other contraband; and intervening to resolve potentially violent disputes among inmates (Bureau of Labor Statistics, 2013). COs play such a fundamental role in the functioning of any prison system that Archambeault and Archambeault (1982) remarked that officers "represent the single most important resource available to any correctional agency" (p. 72). Recent scholarship has suggested that COs work under dangerous conditions that can threaten their general safety and wellness. Following several legislative reforms that started in the 1970s and included "get tough on crime" policies such as mandatory minimum sentences and habitual offender laws (Mackenzie, 2001), correctional institutions experienced dramatic changes in the composition of the inmate population. Not only did the total number of incarcerated offenders skyrocket from roughly 300,000 to more than 1.5 million between 1975 and 2013, but the percentage of offenders imprisoned for violent crimes increased from about 40 percent in 1985 to more than 60 percent by 2013 (Walmsley, 2013). Although incarceration rates have declined in recent years, the modern-day CO is still required to interact with and supervise individuals in a dangerous environment (Glaze & Kaeble, 2014). Details: Washington, DC: U.S. National Institute of Justice, 2017. 36p. Source: Internet Resource: Accessed August 7, 2017 at: https://www.ncjrs.gov/pdffiles1/nij/250484.pdf Year: 2017 Country: United States URL: https://www.ncjrs.gov/pdffiles1/nij/250484.pdf Shelf Number: 146762 Keywords: Correctional AdministrationCorrections OfficersPrison Guards |
Author: Brower, Jaime Title: Correctional Officer Wellness and Safety Literature Review Summary: Health and wellness among those who work in correctional agencies is an issue that has always existed, but is just starting to get the increasing attention that it deserves. One of the greatest threats to correctional officer (CO) wellness involves the stress they encounter as a result of their occupation. This document reviews the body of literature on the causes and effects of stress for COs, and describes the available research on CO wellness programs and their effectiveness. Sections cover: sources of correctional officer stress-inmate-related stressors, occupational stressors, organizational and administrative stressors, psycho-social stressors, and stressors unique to supervisors and female correctional officers; the effects of stress - impact on work environment and the correctional agency, impact on the physical and mental health of Cos, and the impact on their home life; and correctional officer wellness programs and their effectiveness - gaps in CO wellness programs, Employee Assistance Programs (EAPs), peer support programs, and wellness programs designed specifically for COs. Details: Washington, DC: U.S. Department of Justice, OJP Diagnostic Center, 2013. 32p. Source: Internet Resource: Accessed August 7, 2017 at: https://www.ojpdiagnosticcenter.org/sites/default/files/spotlight/download/CorrectionalOfficerWellnessSafety_LitReview.pdf Year: 2013 Country: United States URL: https://www.ojpdiagnosticcenter.org/sites/default/files/spotlight/download/CorrectionalOfficerWellnessSafety_LitReview.pdf Shelf Number: 146770 Keywords: Corrections OfficersOccupational StressPrison Guards |
Author: Western Australia, Office of the Inspector of Custodial Services Title: Assaults on staff in Western Australian prisons Summary: On any given day, there are over 5000 prisoners in Western Australia and the majority are there because of violent or high risk behaviour in the community, often associated with health and social issues. This means that prison staff face significant challenges on a daily basis. Positively, despite the potential risks, this review found that assaults on prison staff are relatively infrequent and that serious violence is rare. These findings indicate that staff who work in prisons are often skilled in dealing with volatile situations, including where prisoners are agitated or distressed, or during high risk activities such as escorts or restraints. This is a tribute both to the staff and to the Department of Corrective Services as a whole. However, the nature and circumstances of the assaults hold some learning opportunities and challenges. This report identifies a number of factors that contribute to assaults on staff and makes a series of recommendations designed to improve safety. Rates of assault Across the state, there were 414 recorded incidents of staff assault during the five years covered by this review, an average of 7 to 8 assaults per month. Obviously, staff safety is a high priority, and every assault is of concern, but the figures need to be placed in the context of the total imprisonment rate: each month our prisons hold prisoners for more than 150,000 'prisoner days'. The figures also need to be placed in the context of what is being recorded, a point well illustrated by data from September 2013. That month, there was a distinct spike in assaults, with 24 recorded cases, three times more than the average. However, almost a third of these assaults were committed by the same woman, in three incidents, over two days at Bandyup Women's Prison. Two mornings in a row, she threw her breakfast at a staff member, each incident constituting an assault. The third incident occurred later on the second day. She was under escort after a visit to a mental health nurse and lashed out at staff, punching, scratching and kicking them. Five staff members sustained scratches and bruises and because there were five victims, five assaults were recorded. This illustrates how quickly the assault rate can rise based on the behaviour of certain individuals or the presence of multiple staff in a single incident. It also shows that generalised counts and records do not reflect the particular circumstances in which assaults occur or the type of behaviour involved. Serious, targeted violence towards staff is rare. 'Serious assaults' are defined by the Department of Corrective Services as assaults where physical injuries are sustained requiring ongoing medical treatment or overnight hospitalisation. There were 22 serious assaults over the five year period covered by this review, an average of one per quarter. Details: Perth, Western Australia : Office of the Inspector of Custodial Services, 2014. 63p. Source: Internet Resource: Accessed September 7, 2017 at: http://www.parliament.wa.gov.au/publications/tabledpapers.nsf/displaypaper/3912001a7310a896b06645fa48257d550029f34b/$file/2001.pdf Year: 2014 Country: Australia URL: http://www.parliament.wa.gov.au/publications/tabledpapers.nsf/displaypaper/3912001a7310a896b06645fa48257d550029f34b/$file/2001.pdf Shelf Number: 147157 Keywords: Corrections OfficersPrison GuardsPrison ViolencePrisons |
Author: Knight, Peter Title: Prison Service Pay Review Body. Sixteenth Report on England and Wales, 2017. Summary: Her Majesty's Prison and Probation Service (HMPPS) is responsible for adult and young offender management services for England and Wales within the framework set by the government. It is an Executive Agency of the Ministry of Justice. The agency currently manages Her Majesty's Prison Service and the National Probation Service. In addition, it oversees privately run prisons and Community Rehabilitation Companies. Its role is to commission and provide offender management services in the community and in custody, ensuring best value for money from public resources. It works to protect the public and reduce reoffending by delivering the punishments and orders of the courts, and supporting rehabilitation by helping offenders to reform their lives. On 31 March 2017, the prisoner population across both the public and private sector estates was 85,513, 0.2 per cent higher than a year earlier. HMPPS paybill costs relating to the remit group in 2015-16 were approximately $1 billion (including social security and other pension costs). At the end of March 2017, there were 23,865 full-time equivalent staff in our remit down from 24,034 a year earlier (a decrease of 0.7 per cent). Our recommendations for 2017 are: Recommendation 1: We recommend that from 1 April 2017 the Fair and Sustainable National Bands 2 to 5 base pay points and all their closed grade equivalents be raised by 400 as set out in Appendix D. This award would be consolidated and pensionable for all staff on these scales. Recommendation 2: We recommend that from 1 April 2017 the Fair and Sustainable National Band 2 be changed to be a two point pay scale with the maximum set at $400 above the 1 April 2016 base pay level and the new minimum set at a level where staff will receive a fve per cent increment when moving to the maximum, as set out in Appendix D. Recommendation 3: We recommend that all staff in Fair and Sustainable Bands 2 to 5 who are in post on 31 March 2017 progress by one pay point effective from 1 April 2017, unless they have been placed on formal poor performance management procedures. Recommendation 4: We recommend that staff in Fair and Sustainable Band 5 who are in post on 31 March 2017 and achieve a performance marking of 'Outstanding' receive an additional one per cent non-consolidated, non-pensionable pay award based on their 31 March 2017 base pay. Recommendation 5: We recommend that the National maxima and minima of Fair and Sustainable Bands 7 to 11 be raised by one per cent from 1 April 2017, as set out in Appendix D. This change to the ranges should have no automatic effect on an individual's pay. Recommendation 6: We recommend that the closed operational manager scales (including the full range of non-Fair and Sustainable scales or spot rates equivalent to Bands 7 to 11) and the cash amount of RHA which applies are raised by one per cent from 1 April 2017, as set out in Appendix D. This will deliver an increase to consolidated, pensionable pay of one per cent. Recommendation 7: We recommend that staff in Fair and Sustainable Bands 7 to 11 who are in post on 31 March 2017 and achieve a performance marking of 'Outstanding' receive consolidated pay progression of six per cent effective from 1 April 2017, capped at the new 2017 Band maximum. In addition, we recommend that staff in Bands 7 to 11 who are within six per cent of the maximum, or at the maximum, should receive the balance of the six per cent as a non-consolidated, non-pensionable payment, capped at two per cent of base pay. Recommendation 8: We recommend that staff in Fair and Sustainable Bands 7 to 11 who are in post on 31 March 2017 and achieve a performance marking of 'Good' receive consolidated pay progression of four per cent effective from 1 April 2017, capped at the new 2017 Band maximum. Any staff who would be paid less than the minimum of their pay range after progression has taken place should be moved to the new 2017 Band minimum. Details: London: Office of Manpower Economics, 2017. 84p. Source: Internet Resource: Accessed September 13, 2017 at: https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/644118/CCS207_CCS0817863080-1_Prison_Service_Pay_Review_Web_Accessible.pdf Year: 2017 Country: United Kingdom URL: https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/644118/CCS207_CCS0817863080-1_Prison_Service_Pay_Review_Web_Accessible.pdf Shelf Number: 147237 Keywords: Correctional AdministrationCorrectional SalariesCorrections OfficersCosts of CorrectionsPrison GuardsPrisons |
Author: Nolan, Amanda Title: An Assessment of the Women-Centred Training Orientation Program (WCTOP) Summary: The Correctional Service of Canada's (CSC) Women Offender Sector (WOS) delivers the Women-Centred Training Orientation Program (WCTOP) to all Primary Workers/Older Sisters (CX-02 deployments, recruits, or promotions) and all Behavioural Counsellors who will be working in women offender institutions. The objective of the WCTOP is to provide staff who work with women offenders an understanding of what it means to be women-centred with women and gain knowledge on the specific needs of women offenders. More specifically, the goals of the training program are to equip staff with an understanding of women offender issues and the principles of Creating Choices, the policies and procedures related to working with women, and the ability to set boundaries and recognize the balance between safety and security and the empowerment and reintegration of women offenders. Although WCTOP is considered to provide valuable information to staff on the specific needs of women offenders, the effectiveness and perceived benefit of the training has yet to be assessed. Accordingly, the current project was an assessment of the 10-day WCTOP. Using participant and facilitator feedback on training, pre- and post-training knowledge questionnaires, and a followup knowledge retention and application survey, the current study assessed the training implementation and effectiveness. With respect to knowledge presentation, facilitators and participants found the way in which the training was presented to be effective. Facilitators found the role play exercises to be of particular value, while the participants found effective communication, the women-centred approach, and Aboriginal cultural awareness to be of most value. Areas for possible improvement included organization of content and pertinent/useful materials. Participants considered the session on 'Aboriginal culture awareness' to be the most useful, while the session on 'Personal and team issues' was considered to be the least useful. In terms of knowledge retention, participants' average scores on the knowledge assessment questionnaire increased from 63% to 79% pre- to immediately and 8-months post-training. Survey results completed by 31 staff members at 8-months post-training found that the majority considered the WCTOP training to be at least "moderately helpful" in completing their job duties working with women offenders. In terms of knowledge application, the training sessions most applied by staff were 'empowerment, meaningful and responsible choices as well as respect and dignity', 'health, self-injury, and suicide', 'conflict theory and communication skills', and 'supportive environment and shared responsibility'. As a whole, WCTOP has met its objectives of increasing knowledge and awareness of the policies and procedures that govern women offenders. In addition, participants demonstrated an understanding of women offender issues and the principles of Creating Choices Details: Ottawa: Correctional Service of Canada, 2017. 53p. Source: Internet Resource: 2017 No. R-385: Accessed october 19, 2017 at: http://publications.gc.ca/collections/collection_2017/scc-csc/PS83-3-385-eng.pdf Year: 2017 Country: Canada URL: http://publications.gc.ca/collections/collection_2017/scc-csc/PS83-3-385-eng.pdf Shelf Number: 147738 Keywords: Corrections OfficersCorrections TrainingFemale InmatesFemale OffendersGender-Based ProgramsPrison GuardsWomen Offenders |
Author: Morton-Bourgon, Kelly Title: Evaluation Report: Institutional Security Summary: Institutional security is relevant and responsive to the daily operations of correctional institutions and to the safety and security of all Canadians. Institutional security activities, as legislated by the Corrections and Conditional Release Act (1992), align with the federal government's new legislations such as the Safe Streets and Communities Act (2012). Institutional security activities also support the federal government and Correctional Service Canada's strategic priorities. The evaluation was conducted in accordance with the Treasury Board's Policy on Evaluation (TBS, 2009) and the Evaluation Division's Five-Year Plan. The scope of the evaluation was determined through a number of activities aimed at identifying evaluation priorities. As such, the evaluation focused on three key components: 1) Human Resource Management and Staff Safety; 2) Preventive Security and Intelligence; and 3) Institutional Security Operations. The evaluation incorporated both qualitative and quantitative data collection and analysis methods. Component 1 - Human Resource Management and Staff Safety Human resource management and staff safety is essential to operating a safe and secure correctional institution. The evaluation examined issues identified by institutional staff as they perform their security related duties. The topics that emerged from the analyses included: recruiting appropriate candidates; staff experience and development; staffing and deployment levels; and staff safety concerns. Recommendations focussed on tracking and monitoring new recruits; on-the-job coaching for new Correctional Officers (CO) and Primary Workers (PW); and enhancing communication and information sharing as part of the Employee Protection Protocol (EPP). Management Action Plans (MAP) addressing the issues were presented and approved. The MAPs will ensure tracking and monitoring of new recruits; the development of a standardized framework for on-the-job coaching for new COs and PWs; and the appropriate and timely provision of information and services throughout the EPP process to persons threatened. Component 2 - Preventive Security and Intelligence Intelligence information contributes to institutional safety and security by preventing security incidents, eliminating illegal activities and supporting the offender case management process. The evidence centered on the gathering, development and communication of intelligence information. It was recommended that tools be provided to Security Intelligence Officers to engage and debrief staff, and that there be monitoring and reporting on the production and sharing of intelligence. A MAP addressing the issues was presented and approved. The MAP focused on streamlining and restructuring the Intelligence Program. Component 3 - Institutional Security Operations The evaluation investigated daily operational security activities and how they contribute to a safe and secure institutional environment. The finding developed from the examination of evidence was that dynamic security is apparent and it is making a contribution to the safety and security of the institutions. Financial data were examined along with incident, staff and offender data. The rate of institutional security-related spending remained relatively stable from 2008/2009 to 2013/2014 despite an increase in the number of CX staff and offenders in CSC institutions. The analyses also showed a decrease in serious security incidents and escapes, an increase in drug-related seizures and an increase in negative urinalysis results. Details: Ottawa: Correctional Service Canada, 2015. 89p. Source: Internet Resource: Accessed October 27, 2017 at: http://www.csc-scc.gc.ca/publications/092/005007-2015-eng.pdf Year: 2015 Country: Canada URL: http://www.csc-scc.gc.ca/publications/092/005007-2015-eng.pdf Shelf Number: 147830 Keywords: Correctional AdministrationCorrectional InstitutionsCorrections OfficersPrisons |
Author: Barry, Colette Title: Encountering Death in the Prison; An Exploration of Irish Prison Staff Experiences, Emotions and Engagements With Support. Summary: This thesis examines prison staff experiences of the deaths of prisoners in custody. It explores staff accounts of their encounters with prisoner deaths, their emotional responses to these incidents and their engagement with support in the aftermath of their experiences. This thesis represents the first Irish research focused exclusively on prison staff encounters with prisoner deaths. In so doing, it illuminates Irish prison staff practices, sensibilities and traditions. Despite increasing scholarship on the working lives and traditions of prison staff, and greater awareness arising from a small number of studies of staff experiences of prisoner suicide, there remains little research exploring prison staff encounters with prisoner deaths. This thesis seeks to address this gap by presenting an exploration of Irish prison staff experiences of prisoner deaths in custody. It also builds on existing research by offering the first account of prison staff encounters with prisoner deaths by examining causes of death in addition to that of suicide. A qualitative research design is employed, consisting of in-depth semi-structured interviews with 17 serving and retired Irish prison staff who have experienced a death in custody. This thesis charts the chronology of participants' encounters with prisoner deaths, analysing their accounts of the emergency response to deaths in custody before moving to consider the immediate and long-term aftermath of these incidents in individual and institutional contexts. The thesis finds that the norms of solidarity and insularity, identified in the extant prison work literature as central tenets of the occupational culture of prison staff, direct staff responses and attitudes in these situations. The findings highlight participants' perceptions of blame and concerns about a risk of personal liability in shaping their perspectives on prisoner deaths, the prisoner population and the prison authorities. This thesis additionally contends that a death in custody calls upon staff to not only manage the incident, but also their own emotional reactions and vulnerabilities. Shared expectations regarding the management of emotional responses to prisoner deaths promote the necessity of concealing post-incident vulnerabilities inside the prison. The thesis argues that the implications of involvement with a death in custody can often find life beyond the boundaries of the prison walls. Details: Dublin: Dublin Institute of Technology, 2017. 410p. Source: Internet Resource: Dissertation: Accessed may 11, 2018 at: https://arrow.dit.ie/appadoc/77/ Year: 2017 Country: Ireland URL: https://arrow.dit.ie/appadoc/77/ Shelf Number: 150164 Keywords: Corrections OfficersDeaths in CustodyPrison GuardsPrisoner Deaths |
Author: Chenault, Scott Title: An Ethnographic Examination of Correctional Officer Culture in a Midwestern sTate Summary: Over the years volumes of research have been conducted in the field of corrections. However, relatively little of this research focuses on correctional officers, and virtually none focuses on correctional officer culture. I address this gap in the research by conducting an ethnography of correctional officers in a Midwestern state. My use of ethnographic methods allowed me to observe correctional officer culture first hand. Specifically I examine the dominant values and beliefs of correctional officer culture, the process of acculturation new recruits experience, and the impact that acculturation has on individuals who become correctional officers. Details: Omaha: University of Nebraska, 2010. 241p. Source: Internet Resource: Dissertation: Accessed June 7, 2018 at: https://corrections.nebraska.gov/sites/default/files/files/46/chenault_2010_2.pdf Year: 2010 Country: United States URL: https://corrections.nebraska.gov/sites/default/files/files/46/chenault_2010_2.pdf Shelf Number: 150505 Keywords: Correctional AdministrationCorrections OfficersJob SatisfactionJob StressPrison Guards |