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multiple systems in conflict. To answer the “why did this happen” question may require varying de- grees of expertise and may require formal root cause analysis to really understand the “why.” Without knowing the “why,” managers risk misunderstanding the cause of non- conformity resulting in failure to remedy it. Once problem solvers arrive at the “why” in the analysis phase, then the table is set for action plan development. In the action plan- ning activities, successful planning

istock/Zerbor

List of Paul Martin’s Previous Publications: Martin, Paul L. “The ABCs of Cost Analysis: How Corrections Stands to Benefit.” Corrections Compendium 22.4 (April 1997) 1-4. Martin, Paul L. “How Efficient is Your Facility’s Capacity Management?” The Corrections Professional 3.3 (October 10, 1997) 4-5 Martin, Paul L. “A Year Later: BOP’s Experiment with Wackenhut Corrections.” The Corrections Professional 4.1 (September 4, 1998) 7 Martin, Paul L. “Institutionalized Helplessness.” Corrections Compendium 24.4 (April 1999) 4-5 Martin, Paul L. “BOP’s Experiment with Wackenhut Corrections: Two Years Later.” The Corrections Professional 4.20 (July 9, 1999) 9 Martin, Paul L. “Leadership, Management and Corrections.” Corrections Today 61.7 (December 1999) 94-95+ Martin, Paul L. “Measuring Prison Management Services Helps Gauge Performance, Improve Operations.” The Corrections Professional 5.15 (April 21, 2000) 8-9 Martin, Paul L. “How to Develop Quality Management Systems In Your Correctional Facility” Horsham, PA LRP Publishing, 2000 Martin, Paul L. “Quality Control” Corrections Forum 11.4 (July/August 2002) 28-33

involves answering three simple questions: Who? Will do what? By when? In identifying the “who,” manag- ers assign responsibility to specific individuals, the “will do what” identifies specifically what the “who” will do, and the “by when” answer will provide a due date for the “who” to do the “what.”

Successful planning involves answering three simple questions: Who? Will do what? By when?

Validation involves reengaging the initial QC func- tions (sampling, auditing etc.) to determine if the action plan was successful in determining the “why” and imple- menting the “who, what, when” plan. Depending on the findings, the organization can move on because the issue is remedied or reengage the analysis and refine the action plan because they may have missed the mark. This is another feedback loop. The concept of continuous improvement is one we all are familiar with and we theoretically are in pursuit of. Quality doesn’t organically arrive. It is something requiring effort and resources. If we aren’t planning for, resourcing and engaging in all aspects of quality, it will elude us.

Starting as a Correctional Officer in the State of Washington Paul Martin has also worked for the Department of Corrections in the States of Idaho and Wyoming as a senior executive management team member. In between his capacities with Departments of Correction in these states Paul worked for a private prison company at

senior facility, regional, divisional and corporate levels. Paul has had numerous articles and one book published on quality in corrections. Paul has a BS in Business Administration and an MA in Leadership and Management from City University.

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