Corrections_Today_Spring_2026_Vol.88_No.1

To combat an increased separation rate, we introduced the “PURPOSE in Action” initiative, which trained our supervisors on using intentional engagement strategies to create a more positive work environment and build trust with staff. We also created monthly newsletters to increase transparency and keep staff informed on prog ress related to recruiting and retention, ensuring everyone understood the impact of these efforts. We incorporated feedback loops, including surveys from exiting staff and interviews with new hires be fore they completed their first six months. This helped us identify potential issues early on and adjust our strategies. 5. Innovative onboarding and training Our new employee orientation was revamped to be more mission-driven, ensuring new hires felt connected to the agency’s goals from the start. We also created pre employment facility tours, particularly for applicants in areas with multiple prisons, to match them with facili ties that best fit their career aspirations. This change increased early engagement and reduced facility place Despite the team’s commitment, challenges persisted. The state of Idaho consolidated agency-level HR into a central department, leading to the loss of several senior HR staff. This left us with limited HR resources, par ticularly in the Boise area, where most of our staff are located. The Bateh Group stepped in to help with candi date outreach and tracking, but it was clear this staffing crisis was not going to be solved overnight. Moreover, by mid-2022, our vacancy numbers peaked at 34%, well above our historical average. During this tough period, the Resistance team held regular reflective sessions, allowing the team to express frustrations and receive support. These were critical to keeping morale high during challenging moments. Results and impact By the end of 2023, we had turned the corner. The vacancy rate had dropped to 5%, with attrition rates sta bilizing. Figure 1 illustrates the steady decline in vacancy rates over the 18-month project timeline, even as early challenges initially drove the rate higher. ment mismatches that can lead to attrition. Overcoming resistance and challenges

The vacancy rate remained below 6% for all of 2024. More recently, there has been a slight uptick in the num ber of vacancies, but the rate remains around 10%. In addition to vacancy reductions, other key staffing metrics improved significantly: – A 74% reduction in correctional officer vacan cies, from 34% in August 2022 to 9% in September 2023. – Nearly 3,000 applicants applied to work for IDOC, and 613 were hired. – Reduced hiring time from 90 days to less than 30 days. – Increased job satisfaction among staff, as evi denced by improved feedback and retention rates. Conclusion The work of “The Resistance” has left a lasting impact on IDOC. Not only have we reduced staffing vacancies significantly, but we’ve also transformed our approach to recruitment, retention and team collabora tion. We’ve proven that with the right mix of leadership, creativity and persistence, even the toughest challenges can be overcome. This project was not just about staffing — it was about people. Our team members grew individually and collectively, gaining valuable skills in strategic thinking, data analysis and collaboration. This project has set the foundation for future success and has inspired a renewed commitment to our agency’s mission: ensuring community safety through a highly capable and engaged workforce. CT

Bree Derrick has served as the IDOC deputy director since 2019.

Whitney Ascuena-Bolt, is the Chief of Staff for the Idaho Department of Correction (IDOC)

Spring 2026 | Corrections Today

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