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January/February 2020 Corrections

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American Correctional Association Corrections Today January/February 2020 Vol. 82, No. 1

Features

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50 years of excellence How one warden dedicated 50 years to the field of corrections By Alexander Carrigan

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22 Jane Austen behind bars Teaching the humanities to increase humanity By Molly Law, M.A.

Are we training our staff to fail? Revisioning staff training By John A. Shuford, MBA, Ed.S.

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Correctional professionals

Today’s greatest public servants By Gary C. Mohr, 106 th President of ACA

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News&Views

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From Jim’s Desk

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In Memoriam

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Correctional Chaplain Perspectives

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Juvenile Justice News

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NIJ Update

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45 ACA Featured Departments

Welcome New Members

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Certification List

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Bookshelf

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Correctional Health Perspectives

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Professional Development Update

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Training Spotlight

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Index of Articles 2019

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Corrections Calendar

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Index to Advertisers/ Product Index

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Chapters and affiliates

Alabama Council on Crime and Delinquency—Albany Criminal Justice Association—Alston Wilkes Society—American Catholic Correctional Ministries—American Correctional Health Services Association—American Institute of Architects—American Jail Association—American Probation and Parole Association—Appalachian State University Student Chapter— Arizona Probation, Parole and Corrections Association—Arizona State University ACA Student Chapter—Association for Correctional Research and Information Management—Association of Correctional Food Service Affiliates—Association of Paroling Authorities International—Association of State Correctional Administrators—Association of Programs for Female Offenders—Association of Women Executives in Corrections—Bellmont High School Student Chapter—Brown Mackie College ACA Student Chapter— California Probation, Parole and Correctional Association—Caribbean Correctional Association—Champlain Valley Educational Services— Clayton State University Justice Society—Colorado Criminal Justice Association—Columbia-Greene Community College—Criminal Justice Club Student Chapter—Concordia University Sociology of Law & Justice Club—Connecticut Criminal Justice Association—Correctional Accreditation Managers Association—Correctional Association of Massachusetts— Correctional Education Association—Correctional Healthcare Providers of the United States—Council of Juvenile Correctional Administrators—District of Columbia Criminal Justice Association—Eastern Kentucky University Corrections and Juvenile Justice Student Association—Family and Corrections Network—Florida Council on Crime and Delinquency—Harrison College Criminal Justice Association Student Chapter—Hawaii Criminal Justice Association—Historical Association for Corrections—Illinois Correctional Association—Indiana Criminal Justice Association—Integrated Correctional Association of the Philippines (ICAP) Inc.—International Association for Correctional and Forensic Psychology—International Association of Correctional Training Personnel—International Correctional Arts Network—International Corrections and Prisons Association— International Community Corrections Association—Iowa Corrections Association—Jamaica Federation of Corrections—ITT-Technical Institute ACA Student Chapter—Ivy Tech Community College Terre Haute Branch ACA Student Chapter—Juvenile Justice Trainers Association—Kansas Correctional Association—Kentucky Council on Crime and Delinquency

Inc.—Louisiana Correctional Association—Martin University Student Chapter—Maryland Criminal Justice Association—Michigan Corrections Association—Middle Atlantic States Correctional Association—Minnesota Corrections Association—Missouri Corrections Association—Missouri Western University Student Chapter—Moraine Park Technical College Corrections Club—National Association of Blacks in Criminal Justice— National Association of Correctional Record Administrators and Supervisors—National Association of Juvenile Correctional Agencies— National Association of Probation Executives—National Association of Adult and Juvenile State Corrections Mental Health Directors—National Correctional Industries Association Inc.—National Council on Crime and Delinquency—National Council of Juvenile Correctional Administrators— National Juvenile Detention Association—National Major Gang Task Force— National Organization of Hispanics in Criminal Justice—National Partnership for Juvenile Services—Nebraska Correctional Association—Nevada Corrections Association—New Jersey Chapter Association—New Mexico Criminal Justice Association—New York Corrections and Youth Services Association—North American Association of Wardens and Superintendents— North Carolina Correctional Association—Northern Illinois University Academic Justice Association—Ohio Correctional and Court Services Association—Oklahoma Correctional Association—Oregon Criminal Justice Association—Parole and Probation Compact Administrators Association— Pennsylvania Association of Probation, Parole and Corrections—Pierce College Criminal Justice Club—Prison Fellowship—Puerto Rico Department of Corrections and Rehabilitation Association—Richmond Community College Student Chapter—St.Augustine’s College ACA Student Chapter— Salvation Army—South Carolina Correctional Association—Southern States Correctional Association—State University of New York–Albany—Tennessee Corrections Association—Texas Corrections Association—University of Central Missouri Student Chapter—University of Illinois/Chicago Criminal Justice Society—Utah Correctional Association—Virginia Correctional Association—Volunteers of America Inc.—Washburn University ACA Student Chapter—Washington Correctional Association—Western Illinois University Corrections Club—Western Correctional Association—Westwood College Angels—Wisconsin Correctional Association—WITC New Richmond Criminal Justice Club—Wyoming Correctional Association

OFFICERS President Gary C. Mohr, Ohio Immediate Past President Lannette C. Linthicum, M.D., FACP, Texas Vice President Tony M. Wilkes, Tennessee President-Elect Tony C. Parker, Tennessee Treasurer Denise M. Robinson, Ohio Board of Governors Representatives

Elizabeth F. “Beth” Arthur Derrick D. Schofield, Ph.D. Secretary James A. Gondles Jr., CAE, Virginia

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Article and photo submissions: Managing Editor, 206 N. Washington St., Suite 200, Alexandria, VA 22314; email submissions@aca.org. Articles must be in Microsoft Word. Please include all contact information. Unless expressly requested in writing, all photos and artwork submitted become the property of ACA and may be used in future ACA publications. Articles and photos will not be returned unless expressly requested by author. Microfilm: Corrections Today is available for electronic reproduction through ProQuest Information and Learning Co., 300 N. Zeeb Drive, Ann Arbor, MI 48106-1346; 313-761-4700.

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Statements contained in Corrections Today are the personal views of the authors and do not constitute ACA policy unless so indicated. ACA does not assume responsibility for the content of Corrections Today as submitted by contributors, reserves the right to edit all articles and, if necessary, condense them. The publication of any advertisement by ACA is neither an endorsement of the advertiser nor of the products or services advertised. ACA is not responsible for any claims made in advertisements. Mission statement: The American Correctional Association provides a professional organization for all individuals and groups, both public and private, that share a common goal of improving the justice system. Corrections Today (ISSN 0190-2563, USPS 019-640) is published six times a year in January/February, March/April, May/June, July/August, September/October, November/ December by the American Correctional Association, 206 N. Washington St., Suite 200, Alexandria, VA 22314; 703-224-0000. Periodicals postage paid at Alexandria, VA 22314 and additional mailing offices. Postmaster: Send address changes to Corrections Today, Attn: Membership Department, 206 N. Washington St., Suite 200, Alexandria, VA 22314. Subscriptions are included in annual membership dues. Nonmember subscription rates are $25 per year for Corrections Today ($36 value) or $6 per issue. Send change of address notice and a recent mailing label to Membership and Customer Service Department, ACA, 60 days before the actual change of address. ACA will not replace undelivered copies resulting from an address change. Printed in USA. Vol. 82, No. 1. Copyright 2020 by the American Correctional Association.

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Corrections Today January/February 2020 — 5

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From Jim’s Desk

A s we begin the new year of 2020, we begin the celebration of a centu- ry and a half of existence of the American Correc- tional Association. And while we will celebrate throughout the year, let me be the first to say, “Happy Birthday ACA!” We will have more to say in later issues about our rich and varied history.

Bob Brown served on ACA’s Executive Com- mittee and is a former Director of Corrections in Michigan. Just like the other spouses I have mentioned, when you saw Bob, you saw Joy. We will miss Bob’s great smile at our meet- ings. His contributions to Michigan and ACA were extensive. Longtime ACAmem-

istock/Olena Kychygina

istock/OlenaKychygina

As we all know, life deals us ups and downs. And while most days are happy days for most of us, there are days that bring us sadness. Since July of 2019, several very active ACA members have passed on and we want to pay our respects to them. John Braithwaite was a former officer in ACA and a deputy com- missioner in the Correctional Service of Canada. He is survived by Lor- raine Braithwaite, a wonderful lady that we often saw at ACA meetings.

John’s dry humor will be missed. Phyllis Carlson, wife of ACA former president Norm Carlson, was also at every ACA conference. When you saw Norm, you saw Phyllis. We will miss her presence at our conferences. The same can be said about Doro- thy Hughes, wife of former executive committee member Gail Hughes. The two of them enjoyed dancing at E.R. Cass Dinners and we will miss seeing Dorothy showing Gail how to dance!

ber and former Director of the South Carolina Corrections Department Parker Evatt was often accompanied by his wife Jane to our events. Jane was a rock for Parker and although it’s been a while since we’ve seen them, our prayers go to Parker on his loss of Jane. Anabel Mitchell is a former E.R. Cass recipient and is featured in this issue of Corrections Today. She was always beside former ACA President Louie Wainwright. Anabel’s smile

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From the Executive Director

was contagious, and we will miss her at ACA events. John Braithwaite, Phyllis Carl- son, Dorothy Hughes, Bob Brown, Jane Evatt and Anabel Mitchell have gone on to their reward. Their lives enriched all of those who knew them, and my prayers and thoughts go to

Lorraine, Norm, Gail, Joy, Parker and Louie. My prayers that each of them will know peace in remembering their partners in the happy times and the great times they gave to them and us. My thanks in allowing them to share their partners with us and en- riching and brightening our lives.

God bless them all.

James A. Gondles Jr., CAE ACA Executive Director

In Memoriam

“Anabel Mitchell was a trailblazer for women in the corrections profession. Her ‘firsts’ opened the door for women to advance in a then-male dominated profession. She began to crack the glass ceiling for others to follow.” — James A. Gondles Jr., CAE, ACA Executive Director

implemented the first classification office for incarcerated women. She would later become assistant super- intendent at Lowell before achieving the rank of superintendent, the first woman to be named superintendent of a men’s prison in the U.S. She also later became the first woman to be appointed to the Florida Parole Com- mission as parole commissioner in 1975. In 1984, the Anabel P. Mitchell Training Center was dedicated in her name at Dade Correctional Institu- tion in Homestead, Florida. In 2000, ACA awarded Anabel the E.R. Cass Correctional Achievement Award for her hard work and dedication. She had also been previously awarded the Maud Booth Correctional Services Award fromACA and the Louie L.

Wainwright Award from the Florida Council on Crime and Delinquency. Anabel is survived by her husband, four children, eight grandchildren and seven great- grandchildren. Anabel’s family is also accepting donations through the Corrections Foundation in Florida in her memory to support the various programs, personnel, and services in the Florida Depart- ment of Corrections. Donations can be sent here: Corrections Foundation 501 South Calhoun Street, Room 415 Tallahassee, FL 32399-2500 info@correctionsfoundation.org 850-717-3712

Anabel Mitchell May 20, 1924 – November 4, 2019

A nabel Mitchell, wife of for- mer ACA president Louie L. Wainwright Sr., passed away on November 4, 2019 at the age of 95. Anabel has been a member of ACA since 1970 and has had a long, successful career in corrections. Anabel’s career began when she became a classification officer at the Florida Correctional Institu- tion in Lowell, Florida in 1958. She was the first woman to be given the role of department head within the Florida Corrections System and

Photo courtesy Corrections Foundation, Inc.

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Correctional Chaplain Perspectives

Moms in prison: A personal story By Kristi Miller Anderson, Ph.D. T en years ago, I walked into a women’s prison for the first time. As I entered the and metal, nothing about it is soft. However, together in a community, the harshness fades. We often found warmth around the topic of moth- erhood; a common concern that

seminary to offer theology classes to women serving life sentences. I remember the first day of class so clearly. I suppose I was expecting to see women who looked and acted like the cast of “Orange is the New Black.” Instead, I was met with gray hair, glasses, kind eyes and shy smiles. Most of the women were long removed from the events that led them to prison; some had already been incarcerated 20 years and had a

dark and oppressive atmosphere, I had no idea that I was about to meet women who are, today, some of my most favorite people on the planet. I hoped for a positive influence in their lives; what I didn’t anticipate was the significance of their influence and impact on me over time. Prison is a cold world constructed of concrete

transcends the walls, gates and locks separating my free world from theirs in prison. In this arena, we shared the same vulnerability, the same hope and the same pain. In my initial role in that prison, I was a professor hired by a local

istock/tinnapong

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Correctional Chaplain Perspectives

lifetime to go. “Crushed” is the first word that came to mind that day. I was in a room filled with women crushed by their own bad choices, crushed by men and the abuses of this world, and crushed by the loss of family ties. Trauma magnified The women’s population within the criminal justice system has skyrocketed over the past 40 years. From 1980 to 2017, the rate of women incarcerated in the United States increased nearly nine-fold, from 26,378 to 225,060; double the rate of incarceration for men. 1 For a mother, incarceration in and of itself virtually guarantees mental and emo- tional trauma and even abuse for the children including issues like reactive attachment disorders and bullying. According to the Annie E. Casey Foundation, more than five million children, or one in 14, have had a par- ent in a state or federal prison at some point during their lives. 2 It is well known that kids with incarcerated parents are more likely to drop out of school; they also have a much higher likelihood of coming in contact with the criminal justice system. Break- ing this inter-generational cycle of trauma-to-incarceration requires ef- fective evidence-based interventions. The Bureau of Justice statistics reveal an alarmingly high rate of mental illness among female inmates, far higher than their male population. 3 A high incidence of sexual trauma is one suggestion for the increased rate of mental disorders among women. 4 The prevalence and effect of domes- tic violence and sexual abuse upon this segment of the population is under researched. The uniqueness of

the mental and emotional suffering within the female prison population is ever present. For corrections staff, chaplains and ministry volunteers, these women come to us with gaping emotional and psychological wounds deep in their souls. Their need for a sense of “family” further compounds the problem. 5 Approximately 75% to 80% of these women are mothers, and the majority of their children are minors during the time of their incarceration. 6 I was in a room filled with women crushed by their own bad choices, crushed by men and the abuses of this world, and crushed by the loss of family ties. When I moved into a chaplain role for the prison, women in vari- ous emotional states, experiencing all kinds of situations walked into my office every day. The grief and suffering these women carry is truly incomprehensible. Yet through all the stories of crisis, the concern for their children was always para- mount. While the trials and atrocities encountered by these women Teacher to chaplain

toughened them, they maintained a soft place for their children. It’s the one corner of their heart and soul they wouldn’t allow to calcify, and because of this tender piece of inner real estate, they remained vulnerable. Feelings of absence and loss being ever-present, the sadness and pain of separation from their children was always alive in their eyes. I was eager to help the women do their time in a productive manner; to help them leave prison in better shape than when they came in. Yet, I soon realized that many of these women were “stuck” in their grief and pain. The underlying trauma and anxiety related to their families had to be addressed before they could move towards emotional health and wholeness and engage in more pro- ductive activities. Every mother can identify with the unrest associated with being away from her children. When our children are not with us, there is a homing device in the back of our minds constantly pinging, searching, trying to locate them — and by the way it doesn’t ever switch off, even when they are grown and gone from home! An incarcerated mother has the same angst of absence, but they also carry the guilt and shame of knowing that the separation is their fault. Due to the actions of their mother, the children are very likely left in dangerous and difficult circumstances. Not only does a mom suffer under the tremendous burden of guilt, she also must come to grips with being powerless to go to the aid of her child. A gift to mothers In an attempt to give these incar- cerated moms a glimmer of hope in

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their pain and grief, I wrote a book for them called “Hannah’s Gift.” It’s about a woman named Hannah mentioned in the Old Testament book, 1 Samuel. Hannah didn’t get to raise her son in her home in the traditional sense either; she had to leave him with the priest to be raised in the Tabernacle to fulfill her promise to the Lord. In

the story, the environment of the Tab- ernacle is not healthy. The priest had evil sons who perpetrated misdeeds and participated in all kinds of scan- dal; and it appears their father was unwilling and unable to stop them. So, not only did Hannah endure the pain of being separated from her son, she also had to trust God to protect and provide for him in uncertain

situations. She had few visits with him, but she made the most of the very limited and restricted role she played in his life. Despite Hannah’s circumstances, and because of her in- fluence, Samuel, her son, grew up to be a positive change agent in his day. The story is clear in presenting Han- nah as the true hero. Hannah’s virtue is on display in sharp contrast to the

Hannah’ s Gi ft

“Hannah’s Gift” is a faith-based study for incarcerated mothers being taught in 32 states and in 16 foreign countries. For more information, visit Lifeline Global at lifelineglobal.org/hannahs-gift and check out this video for an overview of the “Hannah’s Gift” prison program, drive.google.com/file/d/1th04Ou6_ 3ApR4vzayL2CBkQ9nwAO6swB/view

Pictured are some of the women who have found strength and support from the “Hannah’s Gift” prison program.

Photos courtesy ©Lifeline Global Ministries 2015-19

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Correctional Chaplain Perspectives

inept men of her day who abdicated their roles of responsibility. Hannah’s story gives incarcerated mothers a model for parenting well from a distance. Her influence on her son’s life, even during difficult times and dysfunctional situations, helped shape him into a world leader. The small group discussion format of the “Hannah’s Gift” study fosters a support network among the mothers. They find a place and a pattern with which to process their pain and anxi- ety. This is also a place where hope can grow for their own legacy. Han- nah’s story teaches us that amazing things can still happen in a family af- fected by the tragedy of incarceration. If we want to see our women in prisons take advantage of

rehabilitative opportunities, we must be mindful to address the mental and emotional suffering that stays on the surface of their minds concerning their children. If we create a path to manage these ever-present struggles, we can help them develop the coping skills needed to take steps of prog- ress in other areas. Endnotes 1 Fact Sheet (2019). Incarcerated Women and Girls. Washington, D.C.: The Sentencing Project. Retrieved from https://www.sentencingproject.org/ publications/incarcerated-women-and-girls/ 2 Annie E. Casey Foundation. (2016). Children of Incarcerated Parents, a Shared Sentence. Washington, D.C.: Author. Retrieved from https://www.aecf.org/resources/a-shared-sentence/ 3 Bronson, Jennifer; Berzofsky, Marcus. (2017). Indicators of Mental Health Problems Reported by

Prisoners and Jail Inmates, 2011-12. Washington D.C.: Bureau of Justice Statistics. 4 Manuel Villa, The Marshall Project (2017). 5 Anderson, Kristi Miller. Beautiful Woman (2018). Lifeline Publishers. My latest book explores the innate wiring of a women for her family, and how that dynamic plays into helping her successfully reenter society after prison. 6 Glaze, L.E., and Maruschak, L.M. (2009). Parents in Prison and Their Minor Children. Washington D.C.: Bureau of Justice Statistics. Dr. Kristi Miller Anderson began her advocacy for incarcerated women as a chaplain, education coordinator and assistant warden of programming at the Louisiana Correctional Institute for Women. She speaks frequently to women in prison and jail and encourages and gives thought leadership to groups who work with incarcerated and formerly incarcerated women. You can visit her website at kristimilleranderson.com.

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Juvenile Justice News

CJCA Toolkit: Recruiting, hiring and retaining qualified staff Part II: Recruitment and Hiring Practices By Sharon Pette and Michael Dempsey

I n the previous Corrections Today article (November/De- cember 2019, Vol. 81 No. 6), we examined some of the factors influ- encing staff retention — i.e. agency/ facility culture, job satisfaction, staff health and wellness, and staff percep- tions of safety. This article will focus on research and strategies related to recruiting, hiring and onboarding direct care staff. Brief descriptions of concepts selected from the CJCA Toolkit: Staff Recruiting, Hiring, and Retaining Qualified Staff offer read- ers exposure to recruitment-related research, provide an opportunity for jurisdictions to reflect on current agency/facility practices and sup- port facilities in exploring effective solutions to recruitment and hiring challenges. Additional information can be found in the CJCA Toolkit. Many juvenile justice facili- ties engage in a continuous battle to retain qualified direct care staff. Research studies have estimated turnover among direct care staff in juvenile justice facilities to be between 20% and 25% per year.

(Minor, Wells, Angel, & Matz, 2011; Wright, 1993, as cited in Miky- tuck & Cleary, 2016) Research has repeatedly shown the costly impacts of staff turnover to include an in- creased number of serious incidents; increased work stress, diminished staff morale, decreased staff-to- youth therapeutic interactions and increased financial costs (resulting from overtime costs, workers com- pensation claims, training, coaching, uniforms, etc.).

Studies have shown the impor- tance of supporting staff within the first year of hire through coaching and effective supervision. In sup- port of this point, a study by Minor, Wells, Angel, & Matz, 2011 (as cited in Wells, Minor, Lambert, & Tilley, 2016, p. 1558) found “approximately a quarter of newly hired staff re- signed from state-operated juvenile correctional facilities within the first year of being hired and trained.” While agencies may devote energy

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Juvenile Justice News

and resources to keeping staff once hired, the fact is that staff retention begins with recruiting qualified indi- viduals who understand and who are committed to the agency’s mission. The recruiting and hiring continuum According to research, select- ing individuals who are a good fit with the organization’s mission can have far-reaching effects within the agency. Stinchcomb et al. (2009) explain: Recruiting applicants who are a good fit with the organizational mission is likely to have a positive impact on retention, which in turn, ultimately produces greater organi- zational stability, thereby enabling career development and succession planning to occur in a more orderly manner. Moreover, the impact is reciprocal. That is, the ability to re- tain high-quality employees through sound management practices and to develop the type of caring, sup- portive organizational culture where people want to work also makes it easier to successfully recruit top- notch talent. (p. 12) The CJCA Toolkit organizes the recruitment and hiring processes into four main stages: 1) job analysis and competency development; 2) sourc- ing talent (recruitment); 3) assessing talent (screening/selection); and 4) engaging talent (hiring/onboarding). A brief description of each of these phases is provided below. 1) Job analysis and competency development (understanding what you need) The recruitment process begins with the job analysis phase. This

phase involves determining whether the direct care staff job title accurate- ly reflects the position’s job duties and the agency’s mission. Because best practices in juvenile justice use a strengths-based approach to working with youth, the job title should reflect this treatment-oriented approach. For example, replacing titles that emphasize a security and control mindset (“juvenile cor- rections officer”) with titles that emphasize reformation — i.e. “youth development specialist,” “juvenile rehabilitation counselor” or “juvenile support specialist.” Agencies are encouraged to closely examine the current job title to ensure it aligns with its mission, expectations and daily job duties. Prior to posting a position, agen- cies must determine the type of person they are seeking. To attract the best fit for a position, facilities should develop core competencies, ensure job descriptions are up to date and include the agency’s mission in the job description. Stinchcomb et al. (2009) describe “core competencies” as the critical “knowledge, skills and abilities … staff need to fulfill the … [agency/facility’s] mission” (p. 24). These core competencies should be emphasized in the job announcement and throughout the recruiting and interviewing process. This approach will help ensure applicants’ values align with those of the agency. Clark (2014) suggests jurisdic- tions consider the following job functions when developing or revis- ing direct care staff job descriptions, as they emphasize a strength-based, trauma-informed approach to work- ing with juvenile justice youth. Some of these duties/skills include:

Behavioral management, crisis intervention, safety and security, recordkeeping and report writing, problem solving, program mainte- nance and organizational awareness, to name a few. It is critical that agencies/facilities understand the importance of hav- ing a job title that reflects the agency mission as well as specific job com- petencies as a first step in recruiting and retaining quality direct care staff.

These core competencies should be

emphasized in the job announcement and throughout the recruiting and interviewing process.This approach will help ensure applicants’ values align with those of the agency. 2) Sourcing talent (recruitment) “The foremost recruitment issue is not how to fill vacancies. Rather, it is how to identify and attract the types of employees who will best advance the organization’s mission” — Stinchcomb et al. (2009) →

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As previously mentioned, agen- cies must emphasize the core competencies, agency mission and core values in the job announcement and throughout the recruiting and interviewing process. This includes describing the treatment-oriented approach to working with youth at all stages in the recruiting/hiring process. Providing this information during the recruitment stage allows potential candidates to decide for themselves if they feel the agency and position are a good fit. Having potential candidates “select out” prior to engaging in the interview and hiring processes will save the agency time and resources. To ensure success, agencies must use a range of effective recruitment strategies and platforms to attract qualified employees. Common ex- ternal recruitment strategies include newspapers, online classified adver- tisements and career fairs. Although these traditional methods may lead to an influx of applications, applicants

are often not qualified for the adver- tised position. Therefore, agencies must expand their recruitment strate- gies beyond traditional methods. Additional recruitment strategies offered by Clark (2014) are included in the list below: –– Advertise through professional or national associations such as CJCA and ACA. –– Provide incentives for em- ployees who refer friends and family (resulting in em- ployment). Ideas for referral incentives include gift cards, movie tickets, a special park- ing spot, an extra vacation day, etc. Some agencies compensate staff financially for successful referrals. –– Create job postings using social and electronic media advertis- ing. Sites such as LinkedIn, Facebook, Indeed, and Career- Builder can be good sources for attracting millennials (those born between 1981 and 1996).

–– Work with local media to spot- light the positive work of staff. Newspaper and television news coverage can assist in “putting a face on the facility.” –– Speak at local colleges and universities about careers in juvenile justice (and how they differ from the adult correction- al environment). –– Host an open house where members of the community and potential job seekers can tour the facility, learn about the his- tory and better understand the role of the facility in the local community. –– Run continuous job announce- that the agency is actively pursu- ing recruitment opportunities is a critical piece of recruitment success. Jurisdictions may find it helpful to create a recruitment calendar dis- playing various activities throughout the year. This approach ensures the person/division primarily respon- sible for recruitment remains active throughout the year and on target for meeting recruitment goals. Branding is an important recruit- ment and marketing tool that allows an agency to demonstrate its unique and attractive attributes. The goal of branding is to declare to the local community, stakeholders, staff and potential employees who the agency is as an entity and the values driving their work. An agency’s brand should be displayed on all agency materials including those used for recruitment. More specifically, the logo, mission, values and goals of the depart- ment should be on all documents, ments in multiple formats. Staying organized, ensuring

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publications, legislative reports, outgoing e-mails and various areas of the agency’s website. Data shows that using the Em- ployee Value Proposition (EVP) framework may be helpful as part of a branding strategy to recruit top candidates in the field (Murdock, 2018). EVP provides a framework that explains to potential staff mem- bers why s/he would want to work for the organization. EVP high- lights the competitive strengths of a position and separates it from other similar roles offered elsewhere. The key elements of the EVP framework (Murdock, 2018) include: 1) Tangible rewards —Appli- cants want information about the compensation package, paid time off, paid medical leave and other allowances such as prepaid highway toll tags, which add to the overall value of the compensation package. 2) The opportunity — Candi- dates need to understand the benefits of the career path and the organizational structure (e.g., career ladder, promotion opportunities, etc.). 3) The organization — People want to work for organizations of which they can be proud. Agencies should highlight how employees want to know with whom they will work and what makes the employees a team. 5) The work — Candidates need to understand the activities in a typical workday. the juvenile justice system impacts the lives of youth. 4) The people — Potential

Ensuring that marketing and recruitment materials provide suffi- cient information in each of the EVP categories is an important piece to an effective recruitment strategy.

–– Desire to make operational im- provements (which may cause conflict with others who value organizational tradition) –– Seek regular feedback and coaching –– Hold many various jobs throughout their careers Millennials (born between 1981 and 1996) –– Are optimistic and ambitious –– Consider family and friends their top priority –– Are team oriented and prefer working in groups –– Have high self-esteem and are good at multi-tasking –– Expect structure in the work- place and to have access to sophisticated technology when doing their work –– Actively seek feedback from coaches/mentors to help fulfill their aspirations and often move quickly up the organiza- tional ranks –– Acknowledge and respect positions and titles and want a relationship with their boss; this does not always mesh with Generation X’s love of indepen- dence and a hands-off style Stinchcomb et al. (2009) high- light considerations that agencies should use when recruiting Genera- tion X and Millennial direct care staff. These are provided in Exhibit 1 for reference. Additional resources, including a checklist of steps to improve staff recruitment, can be found in the Stinchcomb et al. (2009) article in the CJCA Staff Recruit- ment and Retention Shared Resource Folder. →

Jurisdictions may find it helpful to create a recruitment calendar displaying various activities throughout the year. Generational factors to consider when recruiting Millennials constitute the largest generation in the U.S. labor force (Fry, 2018). As such, it is important to understand what motivates these individuals. According to research, millennials seek out work that has meaning and tend to value connec- tions with coworkers (Taylor, 2013). Stinchcomb et al. (2009) offer infor- mation about potential generational differences in the workplace. Some of these are listed below: Generation Xers (born between 1965 and 1980) –– Desire work-life balance — family and friends are higher priority than their job –– Avoid working overtime on a regular basis –– Value independence –– Value competence over rank

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Exhibit 1: Considerations When Recruiting Across Generations (Stinchcomb et al. 2009)

Generation Xers (born between 1965 and 1980)

Millennials (born between 1981 and 1996)

– – Emphasize the unique aspects of the organization and the job – – Highlight leadership’s openness to dialogue and discussion (but only if it is true) – – Emphasize technology – – Point to opportunities for training and career advancement – – Identify opportunities for personal growth and development – – Show how the job can make a difference in their community – – Emphasize the balance between work and life (e.g., 12-hour shifts) – – Highlight wellness and fitness programs – – Have Gen Xers ready to talk to applicants

– – Involve parents – – Emphasize technology – – Highlight teamwork – – Emphasize the balance between work and life (e.g., 12-hour shifts) – – Highlight leadership’s openness to dialogue and discussion (but only if it is true) – – Emphasize training, career advancement opportunities and mentoring

istock/Shai-Halud

Individuals born 1997 or later are considered part of the “postmil- lennial” generation, also known as Generation Z. Although many similarities exist with their millen- nial counterparts, according to Fisher (2016), agencies should emphasize the following when recruiting Gen- eration Z staff: –– How the agency’s day-to-day work contributes to the larger world; –– Benefits that matter in the short term (those they can use in the next few years — e.g., paid parental leave); and –– How the agency will develop a career path unique to each staff member based on individual strengths and interests.

According to Beall (2016), “Many employers are predicting that more teens, between the ages of 16 and 18 will go straight into the workforce, opting out of the tradi- tional route of higher education, and instead finishing school online, if at all.” Therefore, to entice candidates to come on board as direct care staff, it is critical that agencies develop structures to support direct care staff in achieving their career goals in juvenile justice. Beall (2016) also explains that Generation Z members have higher expectations than mil- lennials, think globally, and expect diversity. Agencies may carefully consider these unique characteristics and determine effective ways to meet the needs of these individuals.

Because recruitment has a sig- nificant impact on staff retention and organizational stability, agencies must dedicate adequate resources to create a comprehensive recruit- ment strategy. This requires formal action planning, creating specific recruitment and retention goals, and regularly tracking progress. Using measures and data allows agencies to determine areas for improvement and anticipate vacancies well in advance. 3) Assessing talent (screening/ selection) Once the agency/facility has successfully recruited a pool of ap- plicants, the next phase is screening and selection. Adopting a stan- dardized screening process allows

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jurisdictions to quickly identify whether individuals possess the core competencies and qualifica- tions necessary to perform the job. Ultimately, using an initial screen- ing process reduces the number of candidates that will be interviewed, thereby decreasing the amount of time staff must dedicate to serving on interview panels (lending itself to a resource cost savings). Additional information related to specific initial screening instruments (i.e., Diana Screen, Ergometrics IMPACT Juve- nile Correction Officer Test, etc.) can be found in the CJCA Toolkit. Following the initial screen, most juvenile justice agencies use a mini- mum of two rounds of interviews to evaluate candidates (first and second round interviews). Some agencies choose to use group interviews for the first round and once the top candidates are selected, use a small interview panel to interview the top candidates individually. During the first round interviews, as well as in the final/second round interviews, interview panelists should clearly explain the agency’s mission, vision, core values, the approach to working with juvenile offenders, day-to-day activities and specific job duties. Clark (2014) suggests developing interview questions to effectively evaluate whether a candidate: –– Works well under pressure. –– Understands the importance of being fair and consistent with incentives and consequences. –– Brings a strength-based ap- proach to working with juvenile offenders. –– Understands basic adolescent brain development and the im- pact of trauma.

–– Effectively interacts with youth who have behavioral and/or mental health challenges. –– Is available to work seven days a week; to work overtime with short notice; to work nights, weekends and/or holidays. –– Understands they may be ex- posed to youth who are hostile and sometimes dangerous. –– Is comfortable with conduct- ing strip searches, supervising showers, cleaning up bodily fluids and physically restrain- ing youth (as a last resort) when provided proper training. these tours allows candidates to ask detailed questions related to the job and establish a connection with current staff members. Competency-based interviewing is an effective way to assess whether applicants have the aptitude to be successful in their position. Com- petency-based behavior interviews differ from traditional interviews in that they use scenarios to elicit information about how a potential candidate will respond to a specific Having direct care staff lead

situation. Ultimately, competency- based behavior interviews allow agencies to determine whether the job applicant has the knowledge and competency to perform the job in a juvenile justice setting. Research has shown that compe- tency behavior-based interviewing correlates with successful job per- formance. In a detailed analysis conducted by Zwell and Michael (2000), behavior interviews showed a strong correlation with job perfor- mance (r = .48 – .61). On the contrary, traditional interviews were shown to have a significantly low correlation (r = .05 – .19) with staff performance. The Massachusetts Department of Youth Services (MA DYS) uses com- petency-based behavior interviews as part of its staff selection process. MA DYS has developed a “Competency Library” containing 40 competen- cies associated with various types of work within the Massachusetts ju- venile justice system. Competencies are selected based on which qualities are needed to successfully perform each position. Some competencies to consider for direct care include: Action-oriented; adaptability, com- munication, conflict management, cultural competence, safety aware- ness, stress tolerance and teamwork, to name a few. Other examples and corresponding interview questions are offered in the CJCA Toolkit. As part of the recruitment and/or interviewing process, facilities may consider having a direct care staff member conduct a guided tour for potential employees. This will al- low candidates to see the residential living space and observe youth and staff interacting in the daily routine. Having direct care staff lead these

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tours allows candidates to ask de- tailed questions related to the job and establish a connection with current staff members. In addition, provid- ing candidates an opportunity to see their potential work environment allows the prospective staff member to determine if they feel the facility environment is a good fit. 4) Engaging talent (hiring/ onboarding) Hugh Tate (2000), as cited in Stinchcomb et al. (2009), explains there are three main factors that may contribute to applicants not seeking employment with an agency: 1) lack of feedback on application status; 2) the next step in the process is unclear; and 3) the process is too complicated and cumbersome. Having a clear and efficient process for hiring and onboarding new staff in a timely manner (minimizing the time between application submission and initial testing/screening) is critical. Agen- cies/facilities must maintain contact with priority candidates throughout the hiring process — from the time an application is submitted up until the first few days on the job, if selected. To accommodate candidates who are currently employed, it may be beneficial to hold pre-hire activities on the weekends so individuals who are currently working employed can attend. Agencies/facilities can also consider conduct pre-hire activities in conjunction with other processes to prevent delays. Russo et al. (2018) defines on- boarding as the “… processes to acclimate new staff to the organi- zation and initial job training to prepare them for their new duties.” It is important that agencies closely

2008) helps ensure potential employ- ees are provided with the information with which they are most interested (i.e. tangible rewards, with whom they will work, career opportunities, the positive impact of the work and the day-to-day job responsibilities). Using formalized screening instruments and competency-based behavior interviews will help agen- cies evaluate whether candidates are a good fit. Once top candidates and new employees are selected, jurisdictions should set clear expec- tations (i.e. adopting a standardized protocol) on how colleagues and supervisors will welcome new employees and support their engage- ment throughout the first year of hire. This toolkit was prepared by with support from the Office of Juvenile Justice and Delinquency Prevention (OJJDP) through the Center for Coordinated Assistance to the States (CCAS).

examine how they onboard staff and introduce them to their job duties and team members. Creating a supportive and welcoming environment for new staff, particularly in the first several months of employment, plays a role in staff retention. To support new staff members, agencies may consider: –– Creating a formal mentoring program in which a designated veteran staff member is re- quired to maintain contact with the new employee throughout the first year. –– Establishing an online com- munity where new employees can gather to share ideas and discuss their experiences. According to the Aberdeen Group (Willyerd, 2012), “Eighty six percent of new hires decide to stay or leave a company within their first six months and new employees are 69% more likely to stay longer than three years if they experience well-structured onboarding.” (p. 1) Therefore, it is crucial that agencies develop the infrastructure to support new staff within the first year of employment. Conclusion In sum, retaining qualified staff begins with a detailed job descrip- tion that is closely aligned with the agency’s mission. Job duties should be clearly conveyed throughout the recruitment, interviewing and hiring processes. To better ensure success, agen- cies should develop a multi-faceted recruitment strategy that considers generational differences and styles and uses a variety of formats (i.e. career fairs, online advertising, etc.). The EVP framework (Murdock

Sharon Pette is a consultant and owner of Effective System Innovations (ESI), LLC.

Mike Dempsey is the executive director of the Council of Juvenile Correctional Administrators.

Additional guidance may be requested by contacting Sharon Pette directly at sharon@rapidesi.com

or via the website www.rapidesi.com.

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