< Previous30 PERSPECTIVES VOLUME 45, NUMBER 3 EVOLVE AND ADAPT enhance services and produce positive outcomes. The first step was to give officers discretion when reporting willful non-compliance and technical violations to the sentencing or releasing authority. Community Corrections worked on developing the Alternative Sanctions Program (ASP), which has proven to be very beneficial when reporting minor technical violations. The provisions of the ASP were issued via judicial administrative order in 2018. It provides the court with an administrative way of handling specified technical violations for certain individuals convicted of non-violent offenses without the formal violation hearing process. Since its inception, over 5,700 individuals have participated in the program, thus diverting them from the normal court process and reducing the number of individuals revoked for a technical violation by over 2,000 a year. FDC Bureau of Research and Data, 2020 Future Looking into the “Community Corrections Crystal Ball,” one can anticipate many advancements that will continue to move our field forward. These advancements would probably even impress the great visionary John Augustus. As we turn the page to 2021, Florida is focusing on three primary areas: technology, enhancing communication with the population under supervision, and reducing the office footprint. Technology Changes in technology are inevitable in our everyday lives. Technology allows probation officers to be more efficient and focus more time on higher risk individuals. Community Corrections recently started a pilot project that allows officers to scan an individual’s electronic monitoring equipment through an app on their cell phone. When the equipment is scanned, officers have options to select a type of contact and the officer has the capability of entering case notes through the app. In the future, Community Corrections hopes to expand this technology to all individuals on supervision, not just those on electronic monitoring. Scanning technology is also a feature of another initiative being worked on in Florida. This will allow probation officers to scan a driver’s license or identification card when they contact an individual under supervision. In turn, the contact type, location, and time will be sent to the FDC’s database, which will eliminate the need for probation officers to enter case notes manually. Enhancing Communication with Individuals on Supervision One of the questions asked by new recruits is how they will know what strategy is most effective when supervising the diverse offender population. Florida, like most states, uses a validated risk system tool. Individuals are monitored and supervised at a level commensurate with the danger or risk they pose to the community. As new recruits become seasoned officers, they will discover that most individuals under supervision can be broken down into three groupings beyond those defined by the risk tool. The first category consists of a very small group. These individuals have been incarcerated or under supervision several times. They are reluctant about supervision and/or do 31 AMERICAN PROBATION AND PAROLE ASSOCIATION EVOLVE AND ADAPT not have confidence in the probation system. Because they do not have a will to succeed, their chances of succeeding are very low. At the other extreme are those on probation for the first time. They see probation as an opportunity to right a wrong. Their will to succeed is great, so their chances of succeeding are very high. Both these groups are very small, which leaves a big group in the middle. This group needs access to the tools and resources provided through supervision. The opportunities provided by their probation officers can greatly impact their chances of succeeding. As Florida moves forward, focusing resources on the middle group is quite important. One approach involves increased utilization of video conferencing. By taking full advantage of video conferencing capabilities, probation officers can maintain more frequent communication with those on their caseloads. Additionally, Florida is attempting to reduce the overcrowding of jails by looking at ways to reduce non-compliance technical violations and assist individuals with reporting to their probation officers. One initiative includes purchasing a mobile bus to serve various community locations, thereby facilitating supervision visits by allowing people to report at this mobile site as opposed to traveling to a probation office. The bus will be outfitted with the necessary equipment to conduct mission-critical activities with those under supervision. Designated community reporting sites will be established near areas where there is a dense population of people under supervision. All designated sites will be county-owned properties with public facilities, ample parking, central locations, and provisions for officer safety. A lobby staging area will be arranged for screening purposes prior to entry onto the bus. Reducing Office Footprint Florida has over 140 probation offices statewide. The functions of these offices create some unique challenges in locating suitable and affordable buildings to lease. Local zoning laws and the unwillingness of landlords to lease to the FDC because of the population it serves both limit potential leasing opportunities, thus creating less competition to aid in lowering lease costs. Building owners often charge a higher rental rate to offset any potential vacancies caused by our tenancy. Additionally, many leases contain rental rate escalations to cover increases the Lessor may incur in maintaining a full-service agreement. As leases approach expiration, the FDC solicits bids in a competitive solicitation process. However, the cost of doing business continues to go up. Lease expenditures have increased by over 20% in the last six years. FDC Budget Office, 2020 To combat the rising lease costs and reduce expenditure, the FDC has implemented different strategies. In markets where multiple locations are present, offices have been consolidated. The adoption of field office workstations and telework programs has also enabled a reduction in office size. However, these practices have not been enough to prevent the lease cost deficit caused by the significant increase in the rental rates. 32 PERSPECTIVES VOLUME 45, NUMBER 3 EVOLVE AND ADAPT As a result, the FDC created a workgroup that has prepared a consistent probation office “footprint” that is more affordable to landlords while also providing a good working environment for probation officers. That footprint includes having drug testing rooms located near front entry areas, having interview rooms to conduct office contacts with individuals on supervision, reducing the square footage of offices to 60 square feet, and having ratio sizes for conference rooms, lobbies, restrooms, etc. A statewide Telework Procedure was created to greatly expand the number of employees permitted to participate in the Telework Program. We also learned the importance of using alternate schedules and how they can directly assist in reducing the footprint of staff at an office. As we move forward, Florida will use footprint office plans when procuring lease space. A paradigm shift will need to take place for staff to get away from the feeling they need an actual office to be anchored to the workplace. Traditional 100-120 square foot offices often have wasted space and are prone to having additional square footage that collects dust and clutter. Therefore, the use of shared interview rooms for mission-critical visits along with smaller shared workspaces with docking stations for staff to use will be beneficial. Making these changes will reduce lease costs, promote teleworking, increase officer presence in the community, and allow for more individuals to participate in programs that do not require monthly reporting to the probation office. Conclusion In 1841, John Augustus decided he was going to be a pioneer and not follow the marked path. He created his own path, and for almost 200 years now probation officers, individuals, and members of the community have benefited. The “Father of Probation” would probably be very impressed with modern-day probation in Florida, as the role of today’s skilled probation officers has become multifaceted. Their primary role is to ensure public safety, accomplished by monitoring conditions of supervision and by providing resources to help those under supervision to both successfully complete their terms of supervision and become more productive citizens. They use incentive programs when appropriate, and they report minor technical violations using alternate methods. Modern-day probation supervision strategies have been successful, as Community Corrections has proven to be a viable alternative to incarceration. With a cost of just over $6.00 per day, compared to the average cost per day of about $66.00 to house an inmate in a state facility, it is also more cost effective to supervise an individual in the community. Approximately 60% of individuals successfully complete supervision, and approximately 90% of those who are successful on supervision will not return to FDC custody in prison or supervision within three years (FDC Bureau of Research and Data, 2020). As we move into the future, Community Corrections will continue to use creative techniques to propel our field forward. Those techniques will center around using technology, enhancing incentive programs, and expanding the role of the probation officers and make them a stronger presence in the community. The continued shift towards enhanced supervision in the community may not only change our role, but it may also change our title. After all, we may be called probation officers, but the reality is we are community corrections professionals. 33 AMERICAN PROBATION AND PAROLE ASSOCIATION EVOLVE AND ADAPT References Allen, H. E., Latessa, E. J., & Ponder, B. S. (2015). Corrections in America: An introduction (14th ed.). Upper Saddle River, NJ: Prentice Hall. Anonymous. (2019, October 16) “Florida Corrections Centuries of Progress.” DCWebdcweb/history.pdf. Balona, P.G. (2006, July 14). Prosecutor works around key witness’s refusal to testify.” News-Journalonline.com. archive.org/web/20061118154252/ com/special/deltonadeaths/ frtHEAD01071406.htm. Bell, M. (2007, March 2). Jury hears horrors of Jessica Lunsford’s death.” Orlando Caldwell, A.A., & Emmerich, L. (2004, August 9). 4 arrested in Deltona killings. South Florida Sun Citrus County Sheriff’s Office. (2019a, March 11) “Domestic Battery Investigation Leads to Largest Meth Bust in CCSO History.” CCSO. Press Release. Citrus County Sheriff’s Office. (2019b, June 18). “Partners Against Crime.” CCSO. Press Release. Dressler, D. (1970). Practice and Theory of Probation and Parole. New York, NY: Columbia University Press. Florida Department of Corrections Bureau of Research and Data, 2020. Jessica Lunsford Act, Florida House Journal 01168, Chapter No 2005-28 (Reg. Sess. 2005). Moreland, D.W. (1941). Pioneers in probation: John Augustus and his successors. Boston University School of Social Work. handle/2144/6226 Petersilia, J. (1997). Probation in the United States. Crime and Justice: A Review of the Research. 22, 149-200 Taxman, F. S. (2012). Probation, intermediate sanctions, and community-based corrections. In J. Petersilia & K. R. Reitz (Eds.), The Oxford Handbook of Sentencing and Corrections (pp. 363- 385). New York, NY: Oxford University Press. Viglione, J. E. (2016). Bridging the research/ practice gap: Street-level decision making and historical influences related to use of evidence-based practices in adult probation. (Doctoral dissertation, George Mason University). Retrieved grants/250424.pdf Young, M. (2020, February 2). A girl was murdered in Sarasota 16 years ago. This is how her cousin wants you to honor her.” Bradenton Herald. Author Bio: Joe Winkler is the Assistant Secretary of Community Corrections at the Florida Department of Corrections. Mr. Winkler started with the department in 2001 as a probation officer. He has served the department in multiple roles holding every certified position and being promoted to his current position as the top person in Florida Community Corrections. Mr. Winkler provides oversight to 140 probation offices statewide and provides direction and guidance to correctional staff supervising 150,000 adult felony offenders. He serves on the Board of Directors with the Florida Association of Community Corrections and is the Florida Commissioner of Interstate Compact. 35 AMERICAN PROBATION AND PAROLE ASSOCIATION EVOLVE AND ADAPT MAUREEN BUELL, CORRECTIONAL PROGRAM SPECIALIST NATIONAL INSTITUTE OF CORRECTIONS WHAT ABOUT US? CORRECTIONAL STAFF HEALTH AND WELLNESS36 PERSPECTIVES VOLUME 45, NUMBER 3 EVOLVE AND ADAPT Another common term to describe the cumulative effects of stress over time is burnout, identified by the World Health Organization (WHO) as an occupational phenomenon and described as “a syndrome conceptualized as resulting from chronic workplace stress that has not been successfully managed.” a feeling of depleted energy, mental distancing/ negativity regarding one’s job, and reduced efficacy ( WHO, 2019, para 5). Until recently, burnout was an “everything but the kitchen sink” descriptor for job-related stress. We now know much more about the effects of stress on the corrections profession and have language that better describes its acute and chronic effects (Finney, Stergiopoulos, Hensel, Bonato, & Dewa, 2013; Rhineberger-Dunn, Mack, & Baker, 2017). Vicarious trauma, secondary trauma, complex trauma, and compassion fatigue, while having distinct definitions, are often used interchangeably to describe the negative effects of the profession on staff (Rhineberger-Dunn, Mack, & Baker, 2016). The “corrections fatigue” term, which is less clinical and arguably more user friendly, has resonated strongly in corrections and has been widely adopted to describe the effect over time of performing such work (Spinaris, 2016). We enter this profession for various individual reasons. Perhaps we viewed this career as an opportunity to serve, or perhaps it was just a means of getting a steady paycheck or was a line of work that we “fell” into. Regardless, it is often the case that at the beginning we have only a vague notion of what the work entails, leaving Note: The vast majority of interviews of correctional practitioners noted below represent correctional membership organizations as well as federal, state, and local corrections agencies and were conducted prior to the unfolding of the COVID-19 pandemic. As we strategize around how to care for ourselves and our family, friends, communities, and co-workers as well as for the population whose safety and security we are charged to manage, the pandemic has grabbed the attention of those who may have previously perceived the topic of correctional staff health and wellness as having little or no relevance to them. We are living through a significant turning point in correctional practice. As stated by Stephanie Rawlings, the Health and Wellness Coordinator for the Illinois Department of Corrections, “From day one, health and wellness of staff has to become the fabric of correctional practice. We need to find ways to address the worries, stress, tension this brings and recognize the value of good mental health and the importance of staff care.” After I delivered a training program to staff working in a correctional facility a few years ago, a participant said, “This has been a great week. I’m bringing back information that will help me in my work, but what about us?” Those three words, “what about us,” started me on a journey. While those in our field work to increase their effectiveness and professionalism, at the same time this work takes a cumulative toll on staff. How do we address this issue? I set out to discover examples of health and wellness initiatives being undertaken across the country, and the good news is that attention to the health and well-being of staff is gaining traction. What follows is a brief snapshot of some of those efforts. Understanding the Issue Stress is pervasive throughout corrections; it is insidious and cumulative and occurs in community supervision settings as well as in jails and prisons. Stress creeps up on us in subtle ways and manifests in various forms. It affects our performance in the workplace, interactions with the populations we manage, and relationships with our peers. It also can sneak into our home lives. Dr. Caterina Spinaris of Desert Waters Correctional Outreach coined the term “corrections fatigue,” which she describes as: …the gradual and progressive wear-and-tear of body, soul and spirit of staff as they repeatedly experience high stress workplace events of various types during the course of their careers. Corrections Fatigue affects individuals, teams, and eventually even the entire workforce culture of corrections institutions and offices (Spinaris, 2016, para 3). 37 AMERICAN PROBATION AND PAROLE ASSOCIATION EVOLVE AND ADAPT us generally unprepared for the cumulative effect that “wear and tear,” if not attended to, can have on us personally. The corrections profession is human nature on display, with light and humorous moments contrasted with other experiences that are more chilling and harder to shake at the end of the day. Safety Concerns Safety concerns can add to stress. Many of us work with men and women who have done unspeakable things to other human beings as well as with those who present minimal risk to public safety. Earlier in my career, I, like many in this profession, received threatening phone calls, witnessed gruesome crime scenes, was physically and verbally assaulted and stalked, and had safety equipment that wasn’t fully functional. I’m grateful for my safety training and good instincts that got me through those experiences. When I did report those experiences to supervisors and management, they acknowledged them yet seemed to feel that such incidents are to be expected and are just part of the job. Thinking back, I believe that I, as a female corrections professional, tended to downplay those events myself, hesitating to call attention to them because that might further the perception that “women aren’t up to the task.” I suspect that viewpoint, still present in pockets of the profession today, contributes to additional wear and tear on the soul for several female corrections professionals. Demands of a Complicated Job Most corrections agencies, in addition to advancing safety and security, are evolving to incorporate research, information, and new processes and tools into day-to-day practices to reduce recidivism and improve outcomes for the populations we manage. This has required staff to expand their role from promoting practices that demand compliance to incorporating practices aimed at “emphasizing behavior change by providing robust opportunities for and rewarding progress” (Executive Session on Community Corrections, 2017, p 3). Additionally, forward-thinking correctional organizations are developing policies that incorporate data-driven or research-based programs and practices, using validated measures to assess for risks and needs, enhancing motivation, focusing on interventions with higher risk populations, working with community partners, and measuring the effectiveness of interventions in day-to- day operations. This has added significant responsibilities to correctional staff workloads and expanded the skill set required to do the work well. Such increased demands are not always easy to shoulder. In a survey done for the National Institute of Corrections (Lewis & Lewis, 2019), respondents noted that significant sources of stress for frontline staff and supervisors were increasing workloads, tight timelines, understaffing, communication challenges with subordinates and/or superiors, difficulty with colleagues, the physical environment, and mandatory overtime. Nonetheless, the focus of standard correctional operations primarily remains on physical safety and security of both the correctional population and staff rather than on the emotional toll it can take on the staff to implement all these new initiatives. Through research such as the Adverse Childhood Experiences (ACE) study, we know that individuals who experienced or witnessed violent events in their youth or grew up in environments with the presence of chronic substance abuse, mental health issues, and/ or various forms of parental separation have an increased likelihood of challenges in adulthood linked to chronic health conditions, mental health, or substance abuse issues without some form of intervention (Felitti et al., 1998). Not surprisingly, within correctional populations, trauma and the presence of ACE 38 PERSPECTIVES VOLUME 45, NUMBER 3 EVOLVE AND ADAPT factors are elevated, contributing to justice involvement (Herrenkohl, Jung, Kim, & Lee, 2017). Correctional staff, particularly those within community corrections settings, manage enormous caseloads and interact with victims and survivors of crime, employing soft skills such as active listening, building rapport, non-verbal communication, compassion, and empathy while maintaining the security focus. Over time, just as with first responders in the health care industry, correctional staff can become vulnerable to compassion fatigue, “an extreme state of tension and preoccupation with the suffering of those being helped to the degree that it can create a secondary traumatic stress for the helper” which if not addressed, can result in neglecting their own self-care (Figley, n.d.). Nonetheless, we carry out our prescribed duties, go home at the end of the day, and must “jump back in” the next day. Balance, Resilience, and Stress By building individual resilience, we can often diminish the effects of compassion fatigue. To begin with, developing a personal and professional balance is critical. Those working in this profession can be close knit, and we tend to socialize with like-minded peers. While this may be a source of support, it makes it difficult to have a clean break between work and a healthy and fulfilling life. McCann and Pearlman (1990) reflect on the importance of life balance and encourage seeking out activities that are unrelated to your particular profession. A number of activities can be done in the moment, with little or no cost, that will provide breathing space (Klinoff, Van Hasselt, Black, Masias, & Couwels, 2018). For me, time with friends, plenty of laughter, and year-round activities that put me outdoors are critical—and, of course, a little of what I refer to as my personal canine therapy always works wonders. Connecting with friends and neighbors and simply being outdoors on my daily evening dog walks can be a perfect antidote to the day’s stresses. A number of years ago, I was introduced to The Upside of Stress: Why Stress Is Good for You and How to Get Good at It by Kelly McGonigal (2015). In her book McGonigal states that stress, while generally unwanted, can also help us engage with challenges and perform better in trying situations. It’s a thoughtful read and one of my “go-to options” when things seem to be piling up. In short, there are both short-term and long- term stressors in the corrections work environment that can have a serious impact and merit a serious response. What are some of the ways in which correctional practitioners, organizations, and agencies are taking on this challenge and trying to improve staff health and wellness? Approaches to Staff Wellness in Correctional Organizations The correctional organizations noted below serve a broad array of correctional professionals ranging from practitioners to executive level staff and from those working in institutions to those in community supervision settings. Common to each organization is the acknowledgement that the corrections profession demands much from staff and can affect both physical and emotional well-being. Highlighted below are some of the ongoing and emerging initiatives offered by the identified organizations. National Organizations American Probation and Parole Association (APPA). With a focus on issues affecting community corrections, APPA is often looked to as a resource for emerging practices in the field, with health and wellness being an important topic to staff and leadership alike. • APPA has delivered webinars and workshops at its summer and winter conferences, highlighting agencies that 39 AMERICAN PROBATION AND PAROLE ASSOCIATION EVOLVE AND ADAPT have invested in health and wellness initiatives. • APPA has a standing committee on health and wellness. American Correctional Association (ACA). The ACA Staff Wellness Committee was formed in 2015, continues to increase in numbers, and provides services to all members of ACA. • A highlight of the 2020 winter conference in San Diego was the announcement of a three-year, $1.5 million grant from the Bureau of Justice Assistance focusing on correctional health and wellness research. • ACA has been hosting a Wellness Expo at its summer conferences that have been well attended. Prior to cancellation due to COVID-19, the summer 2020 conference was poised to recognize ACA’s 150th anniversary with a 5K walk/run and other special health- and wellness-related activities. • ACA has developed policy and accreditation standards with a wellness component through the leadership of ACA’s Office of Correctional Health. • The ACA Staff Wellness Committee reviews and makes recommendations on conference workshop proposals related to correctional staff health and wellness. American Jail Association (AJA). In supporting professionals who operate our nation’s jails, health and wellness have taken on increasing importance. • AJA presented a series of correctional staff health and wellness workshops at its 2020 annual conference. • The May/June 2020 issue of American Jails, the AJA membership magazine, focused on correctional health and wellness. Correctional Leaders Association (CLA, formerly ASCA). CLA has had a standing committee on wellness and offers a forum for leaders to exchange ideas and gain support for the many challenges that come with running multifaceted and diverse correctional organizations. • Correctional staffing, part of the wellness conversation, is of foremost concern to executive leadership, with the recognition that much of the traditional thinking about staffing and scheduling should be updated to better address the changing needs of the current and incoming workforce. • A dedicated webpage for CLA members is in progress. The page will highlight national wellness initiatives, agency policies and procedures, and links to other relevant webpages. National Institute of Corrections (NIC). NIC responds to a wide range of training and technical assistance requests from jails, prisons, and community corrections related to staff/ organizational health and wellness. NIC hosts a health and wellness website as well as a forum in which corrections professionals can post questions related to the topic or ask for assistance in locating The NIC Information Center carries an array of online subscriptions to professional journals related to the topic of correctional staff and organizational health and wellness. Next >