Corrections_Today_Spring_2025_Vol.87_No.1

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meetings as unnecessary. Without full participation, aligning perspec tives and fostering collaboration is difficult. Overcoming resistance and personal biases in discussions requires intentional effort. Cultural and interdisciplinary challenges hinder MDTT imple mentation. Security staff favor rigid, rule-based methods, while health care teams prefer flexibility, causing friction. Communication barriers and resistance to change lead to de partments working in silos instead of as cohesive teams. Security personnel’s involve ment and commitment pose another significant challenge. While collabora tion between security and healthcare teams is essential, custody-related responsibilities—such as one-on one supervision or frequent security checks—can interfere with clinical interventions. Security staff may also view participation as a burden, complicating efforts to balance both security and Physical Health priori ties in care delivery. One study found out that when security staff are stressed, it leads to a low job satisfac tion resulting in emotional exhaustion and unmeaningful work to the indi vidual (Griffin et al., 2009). Defining the scope and structure of MDTT meetings can be complex. It’s often unclear whether admin istration or healthcare should lead. Clear guidelines on cases to discuss and expected outcomes are essential for productive discussions. Some facilities have adapted by using virtual platforms like Micro soft Teams, improving attendance post-COVID. Although logistical challenges persist, stakeholders agree MDTTs are best for shared

responsibility and better outcomes. Overcoming obstacles requires strengthening staffing, clarifying roles, fostering collaboration and leveraging technology. With proper support, MDTTs can enhance pa tient care and integrate treatment in correctional settings. Improving the utilization of multidisciplinary treatment teams in corrections Effective multi-disciplinary treat ment teams in correctional settings improve offender outcomes and operational efficiency. To maximize their potential, focus on education, institutional support, communica tion, and performance management. To improve MDTT utilization, we must raise awareness of their benefits regarding treatment. Staff need targeted training on teamwork and effective MDTT cooperation. Highlighting positive outcomes will boost engagement from custody and clinical staff. A standardized cur riculum and consistent guidelines across institutions will ensure align ment and efficiency. Institutional support is crucial for MDTTs’ success. Leaders like wardens and commissioners should promote participation, making meet ings routine. Policy changes and adherence to national standards, such as ACA’s, can solidify MDTTs’ integration. When seen as essential to offender care, MDTTs will be val ued rather than viewed as a burden. Enhancing MDTTs involves improving communication and col laboration between departments. Frequently, individual teams or

staff members work independently, without awareness of their overlaps. MDTTs offer a structured platform for better communication, which reduces redundancies and increases efficiency. Meetings should aim to be concise and focused, ideally concluding in 30 minutes to ensure participation without disrupting operations. Performance management and accountability are crucial for enhancing MDTTs. Linking partici pation to performance evaluations can incentivize key staff members to remain engaged. Additionally, regular feedback from clinical lead ers and facility managers can help address challenges promptly. Ensur ing consistency and conducting ongoing performance reviews will ensure that MDTTs maintain their effectiveness over time. Adequate funding and staff ing are crucial for maintaining MDTTs. These resources ensure meetings are efficient, viewed as vital for offender care, rather than time-consuming. Encouraging staff cooperation from both custody and clinical teams fosters a shared com mitment to success. How CCHA can improve MDTT outcomes in corrections Sharing best practices and standardized templates can enhance coordination. Templates for meet ings, roles and communication will streamline MDTT operations and help new teams organize efficiently. Better staffing ratios in Physical Health and behavioral health servic es are essential. Despite challenges, adequate staffing will improve team

Corrections Today | Spring 2025

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