Corrections_Today_November_December_2019

nEWS & vIEWS

of new, competency standards for various correctional positions. These competencies should better align with the sector’s vision. With respect to probation and parole officers, greater emphasis should be placed on desired competencies (e.g., ability to deliver evidence-based interven- tions) as opposed to a particular level of education. Furthermore, agency processes for evaluating staff perfor- mance should be focused on these competencies. Improve staff training Overall, the participants articulat- ed that the level of funding dedicated to corrections workforce training is insufficient, particularly when compared to other criminal justice professions. To quantify the impact of this disparity, participants called for an assessment of the relationships between funding levels, substandard training and key outcomes. The participants also noted that significant jurisdictional variations in the curri- cula (content and length) and training modalities yield uneven training across the sector. Therefore, there is a need to assess and validate the train- ing approaches used by the sector and to develop national curriculum standards for correctional education. Improve work environment and conditions A number of needs were identi- fied as essential to improving the work experience, which could positively impact recruitment and retention. Workload standards and ratios — coupled with strategies to allow agencies to meet them — are needed to ensure staff can function in a safe environment with adequate

discretionary authority to fulfill their responsibilities and without undue stress. The participants noted that younger employees are most at- tracted to positions that allow them to actively participate in decision- making processes, particularly with respect to issues that directly affect them. The participants recognized that traditional operating structures do not mesh well with this desire; thus, they called for the develop- ment of best practices for pushing decision-making authority down to the lowest possible levels. Develop future leaders Leadership development is critical to all organizations, but the partici- pants reported that the corrections sector generally does a poor job of preparing staff for supervisory and management roles. The participants called for the creation and promo- tion of best practices for leadership development. The participants also recommended assessments of the adequacy of training for new supervi- sors, the development of strategies for improving the work experience, which could positively impact recruitment and retention. A number of needs were identified as essential to

improvement and the compilation of best practices for leadership develop- ment. Finally, although leadership development resources exist, such as the Correctional Leadership Compe- tencies for the 21 st Century report (see Campbell et al., 2006), there is a need for publishers to review and revise these documents in order to maintain their relevance. Shifting the paradigm Many correctional agencies are facing a workforce crisis. They struggle to recruit, retain and develop high-quality staff. Although there was consensus among the participants that improved compensation is neces- sary, this is only a partial solution. Moreover, decisions requiring new resources are essentially beyond an agency’s direct control. Therefore, emphasis should be placed on the needs that these agencies, and the sector as a whole, can influence. Many of the top-tier needs identi- fied in the RAND-DU report support an argument for a paradigm shift on many levels. For example, the participants argued that a shift in ori- entation from a punitive/surveillance model to more of a human-services model may attract recruits in larger numbers, mitigating vacancy issues. Such a model may also result in more manageable workloads, a less stress- ful work environment, and ultimately, better offender outcomes, which can all help mitigate turnover issues. Al- though some agencies are beginning to reap benefits from such a shift, empirical data is needed to support the case for widespread change. According to the participants, as this shift essentially redefines the role of many staff, recruitment

24 — November/December 2019 Corrections Today