American Jails July-August 2017

American Jails The Magazine of the American Jail Association

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THE MAGAZINE OF THE AMERICAN JAIL ASSOCIATION July | August | VOLUME XXXI | NUMBER 3

features

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Core Competencies and Jail Leadership: Strategic Planning Susan W. McCampbell, CJM, and Jeffrey S. Warren, CJM

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The Jail of the Future: A Vision of 2030 Kenneth Ricci

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The First Graduating Class of the Jail Executive Development Program

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Civil Rights of Deaf Inmates: What You Can Do Jack McWilson

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Defusing Stressful Encounters: Basic Human Communication Jonathan Anderson

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Making History in Orlando: Highlights from the 36th Annual AJA Conference & Jail Expo

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In This Issue This issue gives a peek at future jails, discusses deaf inmates, and provides highlights from the AJA’s 36th Annual Conference & Jail Expo.

Executive Director and Publisher Robert J. Kasabian, MBA Managing Editor Steve Custer

departments

Editor Sandra L. Lunsford

4 President’s Commentary

E x e c u t i v e C o m m i t t ee President John W. Johnson, Sr., MBA, CJM, CPM Miami, Florida

5 Guest Editorial

President Elect Ronaldo D. Myers, MA, CJM, CCT Hampton Roads, Virginia

7 Executive Director’s Remarks 64 Board Profile—Louis A. Quinones, Jr., CJM

1st Vice President Elias Diggins, CJM, CCE Denver, Colorado

67 Notes from the Field

2nd Vice President Marsha P. Travis, CJM, CCM Nashville, Tennessee

72 In the Federal Courts

3rd Vice President Amanda Lambert, CJM Manassas, Virginia

77 Good Time Served

Secretary Darren Sieger, MS Ft. Lauderdale, Florida

81 Chaplain’s Corner 84 Index to Advertisers

Treasurer Jeffery L. Newton, CJM North Prince George, Virginia Immediate Past President Wayne Dicky, CJM, CCE Bryan, Texas

AJA Items of Interest 53 2018 AJA Conference

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54 Call for AJA Board Nominations for 2018–19 55 Recognizing the Best of the Best: 2018 Award Nominations 58 2016 Financial Statement and Treasurer’s Report

Statements contained in American Jails are the personal views of the authors and do not constitute AJA policy unless so indicated. AJA does not assume responsibility for the content of American Jails as submitted by contributors.

Material may be edited at the association’s discretion. We will consider for publication all previously unpublished photographs and manuscripts and particularly seek material that has a value to staff who work in jails. AJA is not responsible for loss or damage of any submissions.

American Jails (Library of Congress ISSN 10560319) is published bimonthly by the American Jail Association, 1135 Professional Court, Hagers­ town, MD 21740-5853, Phone 301–790–3930 or fax 301–790–2941. The publication of advertisements does not represent an endorsement of those products or services by the association.

Copyright 2017, by the American Jail Association.

Subscription rate to AJA members is included in the annual membership dues. Single copy, current issue $10.50. Past issues $15 each.

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president’s commentary

Leadership and Transformational Change John W. Johnson, CJM

Ralph Waldo Emerson is credited as saying, “Do not go where the path may lead, go instead where there is no path, and leave a trail.” This quote illustrates the importance of effective leadership; leaders not only face uncertainties with vigor and resolve, but they also offer an example and guidance for those in their wake so that their journey is not as tumultuous. In accordance with the Emerson quote, Weick and Quinn (1999) suggest: “organizations produce continuous change by means of repeated acts of improvisation involving simultaneous composition and execution, repeated acts of translation that convert ideas into useful artifacts that fit the purpose at hand, or repeated acts of learning that enlarge, strengthen, or shrink the repertoire of responses.”

The theory of organizational change being established, correctional leaders should endeavor to identify and promote leadership styles that encourage sustainable elements of the referenced change.

Leadership styles that include situational, transformational and servant attributes are believed to promote the principles for correctional leaders to be effective.

Situational Leadership According to Meier (2016), situational leadership involves leaders adjusting their style to the maturity level of subordinates. Further, this theory requires leaders to assess circumstances surrounding an issue, prior to employing actions. This pragmatic approach stresses that leadership is comprised of both a directive and supportive dimension (Northouse, 2013).

It is within these dimensions that employees are developed and change is possible.

To achieve the reality of a more selfless and empathetic workforce, a correctional administrator must first model the way.

However, critics of the situational approach—specifically Blanchard, Zigarmi, and Nelson (1993)—suggest that change is inhibited because subordinates usually start out motivated and eager to learn (which facilitates the referenced transformation), but ultimately become discouraged (which inhibits sustainability of the same). Despite the referenced disapproval, situational leadership is still a viable way to infuse change in a correctional environment.

The specifics of this claim involve the fact that the situational leadership approach is applicable in almost any type of organization at any level, for nearly all types of tasks; therefore, if there are individuals (leaders and followers) with the aptitude to change, change is always on the horizon.

Transformational Leadership Comparable to the situational approach, the transformational leadership theory presents principles that create valuable and positive change (Kendrick, 2011). According to Rudnick (2007), transformational leaders need to model behavior that encourages employees to think beyond themselves. The resultant introspection and consequential actions create an environment conducive for change, in the individual by design and the organization by default.

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guest editorial

The Greatest Risks Jails are specialized facilities filled with some of the most challenging people that society has to offer. As unwilling guests, inmates can be adversarial, often have substance abuse or medical issues, and possess little self-control. In addition, inmates frequently have an inflated expectation of entitlement, excessive time on their hands, and may target officers and other staff as an outlet for their frustration.

So what can you do to protect your staff and facility from risk and litigation? There are many situations that can increase risk in a correctional facility. In my opinion, the greatest risks are: • Lack of, or legally indefensible, policies and procedures.

• Blindness of administrators to what is actually occurring in their facilities.

• Poor or no supervision of inmates.

The good news: these are easily correctable issues.

Policies and procedures are the rules and guidelines adopted by the agency. They are the framework for guiding staff through all major actions, activities, and decisions. Efforts must be taken to ensure policies and procedures are current, comprehensive, and legally based. Just as importantly, those staff members who provide supervisory oversight must ensure that the policies and procedures are followed exactly as written.

I have worked with some agency administrators who believed they had a complete and current policy and procedure manual—only to discover the dates on some policies were decades old! Legal rulings are constantly in a state of change. New issues are litigated; existing rulings are clarified or reinterpreted by the courts. Agencies need to continually develop or modify policies and procedures to stay current with the most recent rulings. Professional associations, such as the American Jail Association, the National Institute for Jail Operations, the American Corrections Association, and the National Institute of Corrections offer insight on current, relevant correctional issues, and even offer model policies.

Having comprehensive and legally-based policies and procedures is only part of the battle.

An agency’s policy and procedures must also be legally defendable. Even though “best practices” may appear to be a proper justification for administrative policies, the courts may disagree. Therefore, an agency’s policies and procedures should be based on the law. Anything else subjects the agency to potential legal risk. Legal resources such as the Detention Reporter, and the Detention and Corrections Case Law Catalog by the Community Resource Services, Inc., offer current legal information to ensure your policies and procedures are legally defendable.

Having comprehensive and legally-based policies and procedures is only part of the battle. Too often I have discovered administrators who believe the tasks in their facilities are being performed one way, when in reality, staff are actually conducting operations in a far different manner.

Sometimes, the staff finds a better way to complete the task. If so, the policies and procedures must be modified so the two are consistent (and still legally defendable).

Other times staff (including supervisors) may cut corners, not fully aware of the legal requirements or ramifications that initiated the policy or procedure. Unfortunately, legal ignorance is not a viable defense. Staff must be given a clear understanding of why

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Thomas A. Shull

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AJAccess is our newest professional development tool. If you missed any of our webinars on PREA, Legal Issues, Human Resources, Special Populations or Leadership, you can now view these sessions—AND selected workshops from AJA’s 2016 and 2017 Conferences!

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executive director’s remarks

One of the Best…

By all measures, the 2017 AJA Annual Conference & Jail Expo was a great success.

With the invaluable assistance of Chief Cornita Riley and her agency, the Orange County Corrections Department, we were able to provide one of our best conferences to date. Set in Orlando, Florida, no one could ask for a better venue—warm sunshine, fantastic food, and great attendees.

This year’s theme—Break­ through to Excellence—was underscored with a plenary general session featuring a keynote from Judge Steve Leifman, one of Florida’s most respected judges and an advocate for the mentally ill. Attendees also had their choice of more than 70 workshops presented by 100-plus industry experts who delivered information on contemporary topics for today’s jails.

As with all events of this nature, networking is an integral part of the conference and Orlando provided some of the best opportunities for just that. From the AJA Networking Lounge to the AJA Pavilion on the Expo floor, members had time to chat with one another and with AJA staff about common interests, challenges, and solutions.

This issue of American Jails magazine depicts some of the highlights of the conference beginning on page 24. There you will find a sampling of the many events, workshops, and people at the conference. In

addition to noting some of the highlights, please allow me to express my gratitude to those who made this conference exceptional.

Chaired by now Presidentelect Ronaldo Myers, the AJA’s 2017 Conference Planning Committee worked diligently to pull together an excellent variety of topics of interest to the jail community. In his eighth consecutive year as Conference Program Manager, AJA member Dan MacDonald and the team of track managers did the heavy lifting of recruiting the presenters and moderators. To the presenters and moderators, thanks for your contribution to making our conference an overwhelming success.

In between workshops, attendees could visit AJA’s Jail Expo, where approximately 200 exhibitors were available to showcase their latest products and discuss how they could meet the operational needs of attendees. Thanks to the jail solution providers who participated in our Jail Expo—the biggest display of jail-related products and services in the world. This year’s Jail Expo was jam-packed with all things jails—from commissary solutions to technology and everything in between. If it wasn’t found at our Jail Expo, then it wouldn’t be found anywhere else!

As mentioned previously, Chief Cornita Riley and her staff at the Orange County Corrections Department were

invaluable. Your volunteers helped us to achieve a fantastic conference. Thank you, Orange County Corrections Department, for being our cohosts for this event.

We were fortunate to have many sponsors this year as well. Because of them we were able to provide a quality conference experience to everyone.

They sponsored everything from the award recipients and the Passport Adventure to the lanyards and the conference bags—including the AJA Golf Tournament on Saturday.

Thank you, sponsors, for your support to AJA and your dedication to the corrections profession.

As mentioned previously, AJA’s conference is a great place to network. It also offers jail practitioners the rare opportunity to discuss with each other any state-of-the-art products, services, techniques,

Robert J. Kasabian

To the presenters and moderators, thanks for your contribution to making our conference an overwhelming success.

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Over the span of my career designing jails and detention facilities, I have seen a radical evolution in the philosophy of jail operations and design unthinkable 40 years ago. One of the first jails I designed had steel bars on the cell doors and the windows, because the sheriff at that time insisted on these features.

Even after traveling to California to see the latest in “new generation” jail design, he was unimpressed and still insisted on steel bars… then a new sheriff was elected just 8

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before the opening of the new facility. As the new sheriff toured the new jail, he became upset. “Who,” he demanded, “was the architect that designed such an outdated building?”

Since that time, novel ideas in jail design have come to be an accepted practice: direct supervision, security glazing in lieu of steel bars, courtrooms in the jail, open intake waiting areas, contact visitation, and so forth. Today, we are on the threshold of another massive change in the way we think about jails.

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Today’s Jails In today’s society, jails are asked to do too much. They are asked to address the failure of the justice system, the incarceration and care of the mentally ill, the need for education, and the problems of civil society as well—all of which create a stream of young, disturbed, addicted, and disabled citizens flowing into obsolete, unsafe, and unhealthy jails. In addition, jails are blamed for being over crowded, punitive, unsafe, and unhealthy.

K enneth R icci

Although there may be a truth to these accusations, it is through no fault of the jail administrator.

Physical plants are old with outmoded design layouts, and elected officials refuse to provide funding for basic repairs. Detention staffs are trained to provide custody and control, but the current jail populations require professionals who are trained in clinical diagnosis and treatment modalities.

In addition, inmates are cutoff from their family, friends, and

neighbors during their incarceration.

Perhaps the most troubling aspect of their time in jail is its hiddenness.

Sunlight is the best disinfectant in a democracy, both literally and figuratively. The average citizen does not see and appreciate the deadening effect of idleness, monotony, and isolation—and the danger that other inmates pose for the unsuspecting detainee. Elected officials have no reason to spend political capital on expensive jail upgrades. Unlike schools or hospitals, there is no voter constituency clamoring for the

reform of our jails. Unfortunately, it often takes a suicide, deaths in a fire, or a similar tragedy to stir the conscience of elected officials and shame them into improvements.

Some jails routinely invite community volunteers into the local jail to provide counseling, reentry connections, and other pro bono services. The presence of volunteers is a good barometer of the control level exercised by the jail’s administration and goes along with a sense of pride.

For example, when I enter a jail for

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the first time, I immediately look for cleanliness. Is the lobby clean? Do the floors sparkle? Are there wrappers and debris lining the baseboard of the corridors? Cleanliness and tidiness tell me that someone cares about their surroundings, which in turn sends an unspoken signal that there are rules for expected behavior.

A Call for Community Participation In his book The Machinery of Criminal Justice, Stephanos Bibas (2012) argues that the criminal justice system as we know it has lost its way, and in doing so, has lost its legitimacy. The larger community sees the justice system—especially courts, prosecutors and jails—as isolated from their values, in addition to being self-serving and impersonal.

Bibas also argues for more personal involvement, more personal responsibility, and more opportunities for the “community” to participate, and in their way to restore the legitimate role of the justice system.

Our decentralized system of government has bred more experimentation at lower levels: community policing, problem-solving courts, restorative justice, medical marijuana decriminalization, and 10

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faith-based programs that began as local experiments and were copied elsewhere. Tight budgets also encourage experimenting with less expensive alternatives to long-term incarceration.

Seven empirical studies reviewed

by Bibas (2012) found restorative justice performed better than traditional criminal justice on all dimensions studied: victims and wrongdoers were more likely to think that the system, their judges or mediators, and the outcomes were fair. It is time for legalese, procedural technicalities, and unfettered back-room deals to give way to more transparent and participatory procedures.

The government’s monopoly on criminal justice blinds it to the valuable human interests and needs of the larger community of family, friends, neighbors and victims. Crimes harm real people, who deserve more consideration and power in criminal procedure.

Mediation and other face-to-face interactions between victims and wrongdoers offer this hope. Let’s peer into the future and try to imagine the unthinkable.

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Welcome to the Year 2030 The future success of our society is as much tied to the fate of those left in the wake of progress as those on its leading edge. Facilities designed for the incarcerated need to be planned and designed with outcomes in mind every bit as much as an academy for prep school students. Obviously materials and treatments will differ, but this same care for scale, humane materials, healthy environment, and all of the metrics of energy efficiency should apply equally.

Time spent incarcerated is time stolen from one’s potential. In 2030, elected officials who are committed to sustainable justice always begin the jail planning process with the question: “How small—rather than how large—should we build our new jail?”

Good Neighbors In the year 2030, the jail is located downtown next to the courthouse, allowing for easy movement of inmates and reducing the number of vehicle trips required from a remote jail. It is accessible to public transportation, which meets a sustainable design goal and provides humane

consideration to maintain the human connection for families, friends, and attorneys.

Downtown buildings have a smaller footprint than a one-story out-of-town building. They conserve land and have much less roof area, thereby reducing the heat island effect and the amount of storm water run-off to be stored, treated, and discharged. A smaller building means a reduction in site disturbance, materials, domestic water usage, energy, and staffing.

Jail Design The jail of the future is oriented in an east/west direction to capture sunlight during winter and to guard against heat gain in the summer.

The building itself is narrow and wrapped around an outdoor courtyard in the shape of a square doughnut. The exterior envelope of the building forms the secure perimeter.

Exterior materials can be masonry, brick, pre-cast stone, or glass.

Because this is a sealed building, the outside can be designed with various expressions, so that it can look like a library, a community college, or a museum. The courtyard created inside the square doughnut provides a daylight-filled corridor along all four sides, which in turn reduces the energy consumption for artificial lighting in a building that operates all day, all night, every day of the year. Bringing daylight into the correctional environment reduces stress for inmates, reduces absenteeism and sick calls for staff, and lifts the spirits of all.

Daylight and views from the dayrooms (including vibrant colors, excellent sightlines, climate control and acoustic dampening) create a positive staff attitude and promote an environment conducive to positive behavioral change in inmates, and hopefully a more successful outcome—reinforcing the interrelationship between the three scales of sustainable design: the environment for individuals using the spaces within; the building itself; and the community.

A Better Environment Green justice buildings require a green justice system that supports and contributes to sustainable communities. For the buildings that form the justice system—courthouses, detention centers, and law enforcement facilities—this linkage is manifested in a mission statement that goes beyond a traditional reactive response to a problem-solving approach that seeks to improve the communities they serve.

We know that environment cues behavior. Research over the years demonstrates that inmates respond better in a normative environment than in a traditional cellblock.

Normative environments contain natural light, sunlight entering and hitting the floor, views to the outside, vibrant colors, natural (or at least normal) materials, acoustic dampening, personal space and control of some personal territory, good sightlines along with the round-

the-clock presence of a correctional officer to maintain order. Normative design features support the sustainable goal of humane and dignified environment.

A Growing Link to the Future As the acceptance of shared responsibility for the environmental health of our planet becomes widespread, a growing link develops between sustainable design, social justice, and economic development. This triple bottom line is the full measure of the effectiveness of the justice systems that serve our communities. (AIA Academy of Architecture for Justice, 2010).

Sustainable justice facilities offer the community a broader and more user-friendly set of options for when, where, and how to access the justice system. The contributions to sustainability occur on three scales in three areas.

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Scale of Community—The purpose of the justice system is to protect public safety by channeling deviant behavior into acceptable norms so that all citizens can have meaningful roles in their communities. Various scholars have proposed innovative alternatives to plea bargaining including the creation of “plea juries,” that is, lay panels that would inject community values and check excessive leniency or harshness in plea bargaining (Bibas, 2012). We can no longer afford to give every victim and defendant a full-blown jury trial. But there ought to be ways to hold much shorter jury proceedings, free of technicalities. Victims and wrongdoers, their families and friends ought to see justice done by doing justice themselves. The dishonest forms of plea bargaining, fact bargaining, and charge bargaining 12

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must end. In this way plea bargains would begin local conversations.

Insiders would no longer dictate outcomes to outsiders, (i.e., the larger community of family, friends, neighbors and victims).

Scale of Building—Larger counties are stuck in a conceptual quagmire.

These big, bureaucratic governments only know how to mobilize large scale solutions. Lacking suitable sites (due to NIMBY [“not in my backyard”], environmental reviews, etc.) they are tempted to resort to highrise buildings or to sites away from center city. Both solutions are conceptually deficient and operationally obsolete at the outset, and can only make the “problems” worse. What’s needed is a re-definition of the “problem.” It’s misguided to start

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with the solution (“What should our new jail be?”). Instead let’s re-state the problem: How do we deal with chemical dependencies, mental health issues, homelessness, and extreme health issues? All these issues present themselves, sooner or later, in a crisis on the street.

Building a new jail is not the answer to these challenges. More creative approaches are in the works.

Scale of Individual Experience— The physical needs, health, dignity, and human potential of all who come in contact with the justice system are respected and given the opportunity to flourish. This applies equally to staff, visitors, service providers, and detainees. Research suggests that the public wants not more punishment, but more accountability (Bibas, 2012). The antidote for antiso-

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cial crimes is enforced pro-social behavior and responsibility: quit drug habits, learn a skill, get a job, be reliable, support your family, and pay your debts to your victims.

The “Three-Door” Jail In the year 2030, smaller counties are moving toward a “three-door” jail model. In this model a person picked up on the street would be go through one of three “doors” designated as: 1. Detention—the classic secure jail setting.

2. Diversion—the classic movement into release on recognizance or third-party release.

3. Deflection—movement into a “stabilization” center or a “sobering” center. Because most States no longer allow involuntary admission to a mental facility (except in extraordinary circumstances), the stabilization modality requires skilled crisis intervention agents (sometimes police) and mental health staff to convince the detainee of the benefit of staying overnight on a voluntary basis.

Reentry Forgiving and reintegrating wrongdoers, especially remorseful ones, are valuable both symbolically and practically. The left and the right ought to be able to unite behind a combination of restorative punishment followed by forgiveness as exemplified by reentry programs both public and private. We dream of a future that connects our incarcerated population with services aimed at returning as many people back to their communities as possible, and that provides the tools to reduce their risk of recidivism. The process of reentry from the justice system begins at intake, and the brick and mortar facilities housing inmates need to accommodate this process.

Restorative Justice Seven empirical studies found restorative justice performed bet14

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ter than traditional criminal justice on all dimensions studied: victims and wrongdoers were more likely to think that the system, their judges or mediators, and the outcomes were fair. Legalese, procedural technicalities, and unfettered back-room deals should give way to more transparent and participatory procedures (Bibas, 2012).

Larger Roles in 2030 Defendants, victims, and communities can play larger roles through grand juries, consultation with prosecutors, rights to be heard in court, restorative justice conferences, and the requirement of defendants to work to support their families and victims.

Objective-based jail classification is used to determine housing assignment. The deflection of mental health and chemical addicted population means the jail can be smaller than ever. Disciplinary problems, violence, suicides, and staff absenteeism have declined year after year because of smarter staff, kinder buildings, and smaller populations.

In 2030, law enforcement personnel are trained to recognize the symptomatic behavior of the mentally ill and to assist in deflecting these individuals to stabilization centers staffed by mental health professionals rather than transporting them to jail intake. If an individual is arrested and taken into custody, the jail intake area has an open-seating area with views to the outside. This area is large enough to hold those eligible for bail, bond, or release on recognizance, so that they never need to spend a night in a cell.

The jail of the future also has courtrooms for initial appearances, hearings, and bench trials. If someone is released, they are free to exit from the front door of the jail into the free world without spending the night in jail. The Criminal Justice Coordinating Committee, (comprised of representatives from mental health, human services, police, courts, detention, prosecutor,

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local service providers and others) meets monthly to expedite court cases, reduce admissions, shorten length of stay in jail, implement standardized intake process, expand alternatives to secure detention, and promote more timely transfer to state facilities.

Conclusion In the year 2030, jails are fewer in number than in the past, and communities are proud to have a detention center because it is viewed as one facet of restorative justice.

Located in the very communities they serve, jails are seen as good neighbors. They are designed to be handsome civic buildings, sometimes located in plazas or with gardens. The structures that house the justice system are sited, constructed, and operated to minimize resource consumption. Ultimately, these detention centers create a netpositive impact on the community and the environment.

Recognizing that the vast majority of offenders return to the community, the jail of the future focuses on successful reentry to support the sustainability of people—by helping them to live better lives in which they are more loving, more productive, and more responsible.  References AIA Academy of Architecture for Justice.

(2010). Sustainable justice 2030: Green guide to justice. Retrieved from www. riccigreene.com/content/pub_attac hment/64da9f550d02053a019f1aab11 ef5f9e.pdf Bibas, S. (2012). The machinery of criminal justice. New York: Oxford University Press.

Kenneth Ricci, FAIA is Executive Vice President at CGL. He is a nationally recognized leader in the field of justice planning and design, having devoted his entire career to work in the public sector.

He lectures nationally at AIA conferences and for the National Institute of Corrections. He can be contacted at kricci@cglcompanies.com.

Civil Rights OF Deaf Inmates: What You Can Do J ack M c W ilson Over the past 40 years, Congress has enacted numerous laws specifically designed to ensure that disabled individuals have access to the communication services, programs, activities, public facilities, and other resources that are available to the general population. Specifically, Section 504 of the Rehabilitation Act of 1973, 29 U.S.C. ยง 794, guarantees persons with disabilities equal access to any entity that receives Federal financial assistance, either directly or indirectly. In addition, Title II of the Americans with Disabilities Act (ADA), 42 U.S.C. ยง 12141 et seq., extends these same rights to inmates in all State and local facilities.

Under these two laws, the standards of accessibility ensure that equal communication access and functional equivalency are provided to deaf inmates.

Recognizing a Communication Dilemma Because the necessary technology resources are often unknown to them, jail officers, sheriffs, and administrators are frequently confused on how to meet the communication needs of the deaf inmate. As a result, deaf inmates may be denied access to the telephone network, even though they have constitutional and statutory rights to the same equal access as other inmates. When communication services are available to other inmates, but the jail fails to provide the accommodations necessary to make the same services available to deaf individuals, it becomes liable for failing to provide equal access.

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Most notably, in 2015, a New York City woman who is deaf said NYPD officers wrongfully arrested her, then ignored her pleas for an American Sign Language (ASL) interpreter. The woman settled her lawsuit against the city for $750,000—a sum her attorney said was the largest deaf discrimination settlement ever awarded to a single person.

The officers in this case ignored police guidelines regarding how to handle the deaf, and in doing so violated the ADA. In another lawsuit, a deaf Ethiopian immigrant in 2014 spent six weeks in a U.S. jail, during which he was not allowed to make phone calls.

His lawsuit against the sheriff’s office settled for $250,000.

Meeting the Needs of Deaf Inmates Compliance requirements are now mandated by the ADA and PREA. Court settlement amounts against prisons and jails that did not provide deaf inmates with access to make their legally entitled telephone calls have totaled in the millions. In the wake of these lawsuits, many jails are now re-evaluating their communication services that are available to the deaf.

TTY, once considered the legally accepted standard, is now an out-of-date and noncompliant technology that increases a jail’s legal risk. It has been replaced by the video relay service (VRS), a newer video-based technology that seamlessly relays a video call between a deaf individual and a hearing person via an interpreter.

Implementing residential VRS in jails for use by deaf inmates does meet the ADA requirement; however, it also introduces a significant security threat akin to providing a video phone to all inmates.

Residential VRS is a FCC-regulated service that provides people who are deaf or hard of hearing (HoH) with equal access to the public telephone network.

Available for free to any qualifying deaf or HoH person using ASL, the service requires a video terminal, a broadband internet connection, and an account with a residential VRS provider. The residential VRS system enables a deaf person to communicate with a hearing telephone user via an ASL interpreter. The interpreter is positioned in the communication path between the deaf person and the hearing person. On one side, the interpreter communicates with the deaf person using a video terminal. On the other side, the interpreter communi16

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cates with the hearing person via a telephone. The VRS interpreter repeats exactly what is said by each party.

The introduction of a residential VRS into a jail— without a managed-access front end system—has the potential for unrestricted illegal activity. This includes but is not limited to coordinating gang activity, threatening witnesses, delivering contraband to inmates, planning escapes, and arranging other serious crimes.

Even the simplest of common security practices that are implemented by Inmate Communication Services (ICS) telephone vendors for hearing inmate telephone calls cannot be implemented by residential VRS providers (per FCC rules and regulations). In addition, they are further prohibited from: • recording residential VRS/videophone calls.

• terminating a call.

• reporting any criminal activity that may have been said by a deaf inmate.

In effect, VRS interpreters must maintain confidentiality in all residential VRS calls, regardless of whether or not the interpreter recognized the conversation involved illegal actions.

Therefore, without a managed-access video relay front-end system, residential VRS calls from jails cannot be recorded, monitored, or blocked. Additionally, without a front-end system in place for jail VRS calls, inmates using a residential VRS can easily make jail-to-jail calls without the knowledge of the jail administration. Without knowing these consequential security risks, jail administrators are rushing to install residential VRS solutions just to meet the courtmandated requirements for their deaf inmates.Unfortunately, a residential VRS introduces an unsecure communication portal into their jail that is fraught with security risks. It is imperative for the safety of jail staff and reduction of inmate-generated video relay criminal activity that a residential VRS is augmented with a secure, managed-access, front-end system.

Providing a Safe Telephone Network Although the residential VRS system was developed to provide deaf individuals with easy-to-use equal access to the telephone network, it was architected without consideration for the specialized security concerns that are typically available in voice systems developed for correctional facilities. The following list details the inherent security risks when a residential VRS is introduced in a jail: • No inmate identifiable call history.

• No method to restrict outbound and inbound telephone calls.

• No method to restrict peer-to-peer video calls (e.g., jail-to-jail calls).

• No method to block the inmate from making an unlimited number of telephone calls.

• Not allowed to record calls.

• No method to block the source of video messages.

• No method to block the destination for video messages.

A jail can eliminate these eight critical residential VRS security risks by taking the following actions to secure their video relay calls: 1. Require certain standardizations on strategic VRS providers: • Identifies calls from inmates.

• Enforces a one-call-per connection rule.

• Only acquires VRS numbers from those strategic VRS providers.

• Disables residential VRS video mail for deaf inmates.

2. Install a VRS recorder that captures video and audio from both parties and allows for call monitoring.

Remember that VRS providers cannot record calls.

3. Install a secure front-end video relay system that: • Allows jail administrators to manage inmate profiles.

• Authorizes VRS calls per inmate profile.

• Blocks all incoming calls.

• Selectively records calls based upon the policies and proedures developed by the jail administrator.

4. Select a video client that: • Requires each deaf inmate to sign-in with a facilityassigned profile instead of the profile provided by the residential VRS provider.

• Authenticates inmates at the secure front-end VRS ICS. • Limits deaf inmates to one video call per sign-in.

• Supports maximum time limits per call.

• Auto signs off on idle.

• Notifies all parties that calls may be monitored and/or recorded.

Conclusion Jails and other correctional facilities are required to provide communication devices for their deaf and HOH inmates; however, they also need to provide a safe environment for staff. The technology to achieve this is available, and administrators can avoid discrimination lawsuits by doing their research and being prepared.

In today’s jails, a facility’s security does not need to be compromised in order to fulfill the civil rights of deaf and HOH inmates. 

Jack McWilson is Senior Vice President of Marketing at Tidal Wave Telecom, Inc. He can be contacted by e-mail at j.mcw@tidalwavetelecom.com.

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Defusing Stressful Encounters: B a s i c H u m a n C o m m u n i c at i o n J onathan A nderson Without question, jails are among the most challenging and volatile environments in America today. The stress experienced by professional staff, civilian support personnel, the incarcerated population, family relations, and tangent community relations is real, influential, and profound. Unfortunately, the success level in navigating the professional landscape in keeping jail facilities safe and productive is often mitigated by how effectively this stress is managed. Hiring and training procedures, personnel management and supervision, equipment, and physical environment are recognizable factors intended to address and reduce stress-risk factors for both staff and inmates.

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However, there is another catalyst that has a dynamic effect upon defusing tension during the onset of stressful encounters—whether these encounters are between staff with each other or with inmates. Basic human communication can have a profound effect in reducing stress before it manifests into negative behavior and escalates an already tense situation. It is a subtle discipline so intrinsic upon the human psyche that, liken to magic, it is often cloaked to the untrained eye. Unsurprisingly, adapting and applying this discipline as a method for defusing stress has already been forged in the field of corrections. For example, New York State Commission of Corrections introduces this tactic as a formal training subject. Informal training through practice also reinforces and matures its effectiveness.

The underlining mindset of this communication method is by showing recognition, as well as interest and respect to the subject. Once this attitude is demonstrated, it has a tendency to reduce anxiety levels and foster a pathway for positive communication. In addition, it minimizes the temptation to release tension through acts of resistant behavior.

There are two components to the defusing methodology of communication: verbal and nonverbal.

Intricately related, they are applied concurrently and with flexibility during the course of an encounter. Naturally, the dominant role is emphasized upon the nonverbal component—that is, body language.

When applied, it also includes tone and expression, and remains the universal language of both the animal kingdom and human condition.

Nonverbal Component The nonverbal component focuses on four strategies that officers and staff can apply when defusing stress, especially in tough situations: observing, listening, posturing, and positioning.

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The underlining mindset of this communication method is by showing recognition, as well as interest and respect to the subject.

Observing. This strategy assesses the demeanor of the individuals directly involved. Are their responses normal or abnormal with regards to appearances, behaviors, and verbal responses? It also includes situational awareness of the surrounding scene, the physical environment, and other persons indirectly involved. The overall focus is to discern the level of engagement and disengagement, or to consider what other resources or alternative courses of action may be necessary to address the situation.

Listening. This strategy concentrates on what is being communicated, as well as how it is being communicated. Key words and intensity of tone and expression provide clues to motivators and interview-dialog themes. Demonstrating “active listening” is an important as well as dynamic element. People tend to be more cooperative if they feel someone is actively listening to them.

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Posturing. This strategy requires a focus on the reciprocal body language responses between the parties involved. Demonstrating confidence, control, attention, and interest (facing/leaning towards, nodding, open-hand gestures, and eye contact) can be effective and purposeful techniques for defusing a tense encounter. Demonstrating a calming posture can also yield subconscious “mirroring” effects leading the subject toward the desired receptive demeanor.

Positioning. This strategy focuses on the positional relationship between the involved parties. Distance provides for an offensive and defensive reaction zone. Attention to proximity can also affect “comfort zone” dynamics. Positioning with regards to physical environment can also be utilized for advantage. The presence or absence of physical barriers and observable and accessible exits can be factors of increasing or decreasing internal anxiety levels.

Verbal Component The verbal initiative focuses on three strategies: acknowledgment, questioning, and presenting choices.

Acknowledging emotions. This strategy encourages rapport between the parties and the conveyed acknowledgment of the subject’s feelings—the motivating factor for his or her behavior.

Acknowledgment of the subject’s emotional state, including the reasons for her or his reaction, encourages both parties to talk through the tension before it develops into counterproductive behavior. Mutual agreement isn’t necessary. Yet, the mere acknowledgment of the subject’s distress is the key ingredient. It is important to focus attention toward the subject’s personal reasons behind his or her reaction and not counter an interpretation of their situation, at least not initially.

Projecting a counter interpretation prematurely could be detrimental to de-escalation. Acknowledgment of

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a subject’s emotional state and the situation helps to validate the person, helping him or her to be receptive to further dialog.

Asking questions. The goal of this strategy is to invite responses, but not only for informational purposes.

It also provides an avenue for a subject to respond, rather than merely “be talked at.” It provides an opportunity for the arbiter to gain control and directionality of the dialog.

The obvious proverbial who, what, where, when, how, and why are all applicable target themes. However, reflection before responding to the subject’s answers is another control tactic and provides an opportunity for arbiter to explain courses of action to be considered or taken. In this, it is important to provide the reason for any decisions made or actions taken. Whether or not a subject agrees with that rationale is not as important as the fact that it has been provided.

Presenting choices. The focus here is to engage the subject’s decisionmaking process. It allows them to take responsibility for their decisions and behaviors. If a subject harbors apprehension towards a desired result, one technique is to present a choice of two or more potential outcomes. The desired outcome being presented as the lesser evil of the other choices. Hopefully, the subject is enticed to choose the desired response. Presenting choices can also be applied to situations when giving direction is necessary. Asking a subject to respond as directed is a good initial tactic. Advising a subject to respond as directed serves as a secondary tactic. Ordering a subject to respond as directed is a final directive. Each involves presenting a progressive level of choice.

Negative responses should be candidly discouraged. Likewise, positive responses need to be reinforced. Correspondingly, the projected demeanor must never be condescending, dismissive, or disrespectful. (Granted, there are control situations when direct and immediate assertive action is necessitated. Under those circumstances, the defusing methodology can be employed in the follow-up responses.)

Developing and employing the defusing methodology of basic human communication can produce short- and long-term results towards reducing tension, improving rapport between both staff and inmates, and keeping jail environments productive, safe, and secure. 

Final Note Whether the encounter is between two officers or between an officer and an inmate, remember to always keep it professional.

Lieutenant Jonathan Anderson is with the Onondaga County Sheriff’s Office in Syracuse, New York. He can be contacted at janderson@ongov.net.

Have you visited the National PREA Resource Center’s website at www.prearesourcecenter.org lately? It’s all at your fingertips or a phone call away. Keep up-to-date on all the latest news, available assistance, and resources.

Don’t reinvent the wheel—start at www.prearesourcecenter.org. Here is just some of the information available: TRAINING AND TECHNICAL AUDIT LIBRARY ASSISTANCE ● Audit Instruments ● Resources ● PREA Essentials (Start here) ● Audit Process ● Policy and Practices ● Curricula ● Auditor Qualifications and ● Legal ● Upcoming Webinars Application ● Research ● Archived Webinars ● Certified Auditors ● News Coverage ● PREA in Action ● Auditor Trainings AJA is presently under a grant to provide technical assistance at no cost to you. For more information, visit www.prearesourcecenter.org. Don’t forget to sign-up for the latest news, available training, and updates!

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ore than 900 jail professionals and 200plus exhibitors travelled across the United States and around the world to convene at AJA’s 36th Annual Conference & Jail Expo in the Orlando World Center Marriott in Orlando, Florida. Arriving from 42 States, the District of Columbia, and 4 countries, corrections officers, jail administrators, sheriffs, dozens of first-time attendees, and AJA’s Indian Country partners came

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together to create pathways for career advancement and to develop tomorrow’s leaders today. From April 9 to 12, they learned from— and connected with—the top minds and innovators in the field.

The only national event focusing exclusively on local jails and detention facilities, this year’s AJA Conference and Jail Expo offered a wide range educational workshops from experts in the field and demonstrations from the Nation’s

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leading suppliers for the corrections profession. After attending the conference, participants returned to the field with the skills and tools needed to build a better tomorrow for themselves, their agencies, and their communities.

Beginning a New Year in April “As we look to the future, we can expect challenging conditions,” said new AJA President John W. Johnson Sr., MBA, CJM, as he addressed members during Sunday’s

Luncheon & Business Meeting on the first day of the conference. He explained how AJA is carving out an increased role in leading regulatory reform and protection of the profession; disseminating information and training to membership and attendees; conducting cost and comparative effectiveness studies; and developing the industry’s value-added message of making local communities safer and stronger.

“AJA has dedicated resources and energies to accomplishing these tasks, but this is not enough,” he continued. “The real game changer will be the involvement by you and the other associations. All of us have to work together, and if we do, we will be successful in exploiting the opportunities that always accompany change.”

That same sentiment of teamwork and expanded thinking were reflected in all of the 70 educational

workshops, on the floor of the Jail Expo, and throughout the conference. The themes of the conference challenged correctional officers, jail managers, local detention facility professionals, industry manufacturers, and service providers to “Breakthrough to Excellence” and encouraged them to “Lead, Innovate, [and] Inspire” the future of the jail industry.

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Participants could feel the energy in workshops that provided industry professionals with the most up-to-date information and best practices for success in a challenging and ever-changing correctional environment. This year’s workshops touched on both the professional concerns and personal interests of the attendees. A few of the standard topics returned, such as legal issues, PREA, NCCHC standards, and Tribal County jails; however, a few new topics were introduced such as web-based training, human resources and the law, and implementing Stephen Covey’s popular seven habits in a jail. And other workshops helped officers with AJA’s certification process, provided a historic look at jails on the frontier, and discussed stress management.

JAIL EXPO IN ACTION

W

ith a never-ending flow of innovation and inspiration from more than 200 exhibiting companies, the Jail Expo was truly an amazing experience. Attendees excitedly gathered on Sunday evening for the Ribbon Cutting & Grand Opening of the Jail Expo. In between workshops and other events, attendees connected with their favorite companies, met many new vendors, and examined the latest technology and products available to meet their agencies’ needs.

For a list of sponsors, turn to page 36.

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Creating Future Leadership During Sunday’s AJA Luncheon & Business Meeting, Wayne Dicky reviewed AJA’s significant accomplishments in expanding an officer’s professional development.

“AJA has launched several jail leadership initiatives designed to prepare and develop leadership skills among different managerial levels and emerging leaders to effectively equip them to become even better staff, managers, and leaders in our Nation’s jails,” he said. “We currently have five programs: the Southwest Florida Leadership Initiative, the Virginia Association of Regional Jails Leadership Initiative, the California Jail Command Academy, and—in partnership with the Correctional Management Institute of Texas—the National Jail Leadership Command Academy (NJLCA) and the Jail Executive Development Program (JEDP). We are happy to announce that we are also currently in development with the New Jersey Jail Wardens Association to launch the

New Jersey Correctional Leadership Series.”

AJA also announced the completion of the 24th NJLCA session in addition to the three academies that were provided for Bureau of Indian Affairs participants. At the time of this article’s publication, NJLCA will have graduated its 1,000th participant in the academy’s 25th Class this past June in 2017.

After recognizing graduates of the multiple leadership academies and initiatives, Wayne Dicky urged participants to encourage their colleagues to participate in AJA—to build the organization into a stronger advocate for the industry and to help professionals tell the story behind the importance of our Nation’s jails and local correctional facilities.

During the Plenary Session on Monday, the graduation ceremony for the first Jail Executive Development Program (JEDP) class was held. Launching the first class in the fall of 2016, JEDP is an intensive program designed to serve newly assigned jail administrators and help the corrections industry create the leaders of tomorrow.

“Thank you to the architects of the JEDP, committee members, participants, and facilitators for this groundbreaking work,” said President Johnson at the graduation ceremony. “Congratulations to the JEDP graduates! You exemplify the leadership and drive we all strive for in our lives.” (For the list and picture—along with the topic of their white paper—of this first graduating class, turn to page 50.)

ACHIEVING A LIFETIME OF SERVICE

I

n recognition of career-long commitments to the professional advancement of local corrections, the American Jail Association was proud to award the Francis R. “Dick” Ford Distinguished Service Award to Arthur M. Wallenstein.

In honor of his many contributions and distinguished service to both AJA and the Montgomery County Department of Correction & Rehabilitation, Wallenstein was recognized as a “National Voice for Local Corrections.”

Now retired, Wallenstein served as the Director of the Montgomery County Department of Correction and Rehabilitation from 1999 to 2015.

He also served on the National Institute of Corrections Advisory Board, appointed by Attorney General Janet Reno from 1994 to 2004 and by Attorney General Eric Holder from 2010 to 2013.

“Art is a force in corrections. He led the Montgomery County Department of Corrections in Maryland for 15 years and created a model facility. Art consistently encouraged his staff to be involved with AJA for professional development and growth,” Wayne Dicky said.

The award was named after its first recipient, Francis R. “Dick” Ford.

This distinguished service award was created to recognize Ford’s contributions as the first executive director of the American Jail Association.

While in Orlando, AJA also recognized its 20th anniversary of offering certification programs towards elevating the careers of our Nation’s jail staff. “Certification is an important part of career development and the corrections profession,” said now-Immediate Past President Wayne Dicky, CJM.

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AJA offers three certifications—the Certified Jail Manager (CJM), the Certified Jail Officer (CJO), and the Certified Correctional Trainer (CCT). To date, AJA has certified 343 active CJMs, 435 active CJOs, and 28 active CCTs. In addition, the members of the Jail Manager Certification Commission were in the AJA Pavilion during the conference to help attendees interested in obtaining their certification.

Our Mission: Building a Strong Profession “During the Association’s 36 years, we have provided timely training, mentorship, and lobbying on Capitol Hill to change the face and perception of the jail industry,” Wayne Dicky said. “So the challenge becomes: How do we keep getting the word out? Who needs to know? The Nation does, and it needs more men and women like you.”

After being sworn in and accepting the President’s gavel, AJA President John Johnson echoed Wayne Dicky’s sentiments that training will ultimately help the individual, the corrections field— and the inmates. With a heavy emphasis on positioning jail facilities for success in the brave new world of an unpredictable newly elected government—and mental health reform at the forefront—this year’s educational and general workshops focused on arming practitioners and agencies of all types with the skills and knowledge necessary to benefit their facilities, coworkers, communities, and incarcerated populations. “AJA will be instrumental in providing a foundation of knowledge and training to tomorrow’s officers today—it will save lives and money,” President Johnson said.

In his first action as AJA’s President, Johnson swore in the 2017–2018 Board of Directors 28

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LEAD, INNOVATE, INSPIRE

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s the corrections environment presents jail professionals with ever-changing demands, many of the educational workshops focused on what officers can do to demonstrate their vital role in the overall corrections landscape. The 70-plus workshops focused on both professional issues as well as personal growth.

Attendees could receive tips and guidance on AJA’s certification process in addition to learning how to decrease the risk of inmate death whether by suicide or detoxification. All returned to the field with a better understanding of PREA and NCCHC standards, direct supervision, and myriad inmate issues.

“As chief of the host agency, I can guarantee that the next three days will help you develop professionally through the many training workshops & networking opportunities,” said Chief of Corrections Cornita Riley, CJM. “This is your place to be!”

“If you have not updated your hiring policies and procedures in the last year, you have a job to do: Making sure your hiring process is meeting your jail’s needs,”

said Susan McCampbell, CJM, to the attendees in her presentation on “Hiring & Retaining the Best: Improving the Correctional Officer Hiring Process.” “If you only have so many people on staff,” she asked them, “then you need to calculate for overtime and attrition. What problems are you facing with new entries into your work force?” Many of those who raised hands cited loyalty, life experience, writing skills, and no prior work experience as significant issues, as well as losing new hires to staff promotion, going to academy, and moving on.

Many agencies also volunteered that it takes three or more months between application and hiring. “If you can’t hire someone from application-to-hire in six weeks, you need to get rid of what’s holding you up. When it takes that long, they [will] get a job somewhere else. Triage your jail’s hiring process!” McCampbell exclaimed.

Conversations focusing on the intense political and regulatory challenges facing American jails and correctional officers were also at the forefront at this year’s

event. Elias Diggins, CJM, AJA’s Legislative Committee Chairman and new 1st Vice President told attendees: “We made clear that the American Jail Association is the first organization to be contacted when any legislation is being discussed concerning local detention facilities.

There is a power that we need to tap into as an association. A jail is in every congressional district—or at least men and women who are working in jails that can express the needs of the jail.”

To that end, those who attended “From the Hill: AJA Working for You in the Nation’s Capitol” were able to participate and speak in a roundtable-style discussion with AJA’s Legislative Committee about the challenges in their facility each day. The committee met with 22 congressional staff and reported on mental health reform, opioid addiction, restrictive housing, bail reform, inmate calling services, and the distinction between jails and prisons when it comes to policy and lawmaking.

“Specific concerns we have with the Solitary Confinement Act of 2015 (H.R.3399) is that they directly lift, cut, and paste restrictive housing text from the PREA bill (S.1435)

into this new legislation regarding restrictive housing reform,” said AJA Immediate Past President Wayne Dicky. “Prisons measure solitary confinement in months and years. Jails measure solitary confinement in hours and days. It’s not the same, and believe it or not, policymakers don’t know that.”

Sharing the spotlight of workshops on current issues, there was standing room only for many sessions discussing mental health reform. During the presentation “Mental Health First Aid: Tools for Use by Staff in a Jail Environment,” Nicole Primus reported on “free” mental health training available in your jurisdiction, as well as augmentation to skills currently possessed by custody staff.

“Our Nation’s jails are feeling the impact contending with the rising number of inmates who have mental illness, intellectual disabilities, and dementia. This subset of inmates is on the rise and staying in our jails longer. In fact, people with mental health issues in the United States are 90% more likely to find themselves in the beds of your jails [rather] than receiving treatment,” stated Primus. “Staff are seeing an increase in workload and an increase in the amount of stress

associated with effectively supervising and managing the housing unit. Are your agencies taking care of their own well-being—are you providing training in stress, trauma, PTSD, or officer suicide?”

On the same day in a different presentation, “Hot off the Wire: Managing the Mentally Ill in Your Jail,” AJA’s First President, Ray Coleman, stated from the audience, “The NIC (National Institute of Corrections) is sorely under budgeted as a resource to support local jails. Their budget is 25 million dollars; that is 150 million dollars less than the NEA (National Endowment for the Arts).”

This commentary highlights the importance of advocacy and what AJA stands for. President Johnson echoed sentiments inviting jail professionals to join AJA and support its advocacy work, and that it’s a vital function for all AJA members and correctional staff.

“We are agents of change and we want to take the reins on these issues, and the best thing we can do is keep communicating about it. If we could provide a tour to the entirety of our local populations, most of our issues would go away.

We have to keep educating them.” AMERICANJails

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HONORING THE BEST OF THE BEST

NEW AJA PRESIDENT JOHN W. JOHNSON, SR., CJM

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JA provides leadership to the local correctional profession through education, research, and best practices. Supporting this commitment, the organization recognizes the men and women who have made significant contributions to the field of corrections.

Presented at AJA’s Annual Banquet on Tuesday night, awards were given in the following categories:  Volunteer of the Year: Simon Light, Ute Tribe Public Works Supervisor/Volunteer, Ute Mountain Ute Tribe, Towaoc, Colorado  Civilian Employee of the Year: Melinda Myers Fellner, Director of Inmate Services, McLean County Detention Facility, Bloomington, Illinois  Correctional Officer of the Year: Michael Cheung, Deputy Sheriff, Washoe County Sheriff’s Office, Reno, Nevada  Correctional Training Officer of the Year: Kerrilyn Greathouse, Lieutenant/Training Coordinator, Sheriff Al Cannon Detention Center, North Charleston, South Carolina  Correctional Supervisor of the Year: Dawn T. Livers, Sergeant, Sumter County Sheriff’s Office, Bushnell, Florida  Correctional Administrator of the Year: Jamie L. Clayton, CJM, Chief Deputy of Corrections, Imperial County Sheriff’s Office, El Centro, California After the banquet, entertainment and music was provided by the Broward Sheriff’s Office Department of Detention Band. Comprised of sworn detention employees of various ranks, they perform in the South Florida community on behalf of Sheriff Israel.

Look to the September/October issue of American Jails for more info on award recipients.

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resident John Johnson began his career with MiamiDade Corrections and Rehabilitation Department more than 21 years ago. Throughout his career, he has been responsible for managing detention facilities, directing PREA initiatives, and overseeing the department’s compliance and accreditation efforts. Dedicated to higher education, he earned his Master’s degree and is currently pursuing his Doctor of Philosophy degree. He remains committed to his community, serving on the Executive Board of the South Florida Chapter of the National Organization of Black Law Enforcement Executives, mentoring disadvantaged youth as a 5000 Role Model of Excellence, and providing “Service for Humanity” as a member of the Beta Sigma Fraternity. 

announcing its newest additions while acknowledging its outgoing Board Members for their service.

All sworn Board Members began the 2017–2018 term effective immediately on Sunday, April 9, 2017.

“This team that has been elected

by AJA’s membership is comprised of professionals who have extensive experience in local corrections and have demonstrated their commitment to the profession,” President Johnson stated in an interview with CNN. “I look forward to serving with this distinguished panel as we begin a new year that will demand hard work on the State and national level engaging our members, providing them with quality training, and continuing to be ever-present on Capitol Hill as their voice.” If you missed this year’s conference, the planning for 2018 in Sacramento, California is already underway!

AJA’s 37th Annual Conference & Jail Expo will convene at the Sacramento Convention Center on April 21–25, 2018. Registration and housing opens in late 2017.

JUDGE STEVEN LEIFMAN Judge Steven Leifman shared the story of his career and unique, one-of-a-kind perspective on how jails can better serve mentally ill inmates.

W

hen Steven Leifman was elected judge he had no idea that he was also becoming “the gatekeeper to the largest psychiatric facility in Florida—the Miami-Dade County Jail.”

According to Judge Leifman of the Eleventh Judicial Circuit, there are 10 times as many people with serious mental illnesses in the MiamiDade County Jail than in any State hospital in Florida, and it is home to the largest percentage of people with serious mental illnesses of any urban area in the United States. He estimates that 20,000 people in need of mental health treatment are arrested each year in Miami-Dade County, primarily for misdemeanors and low-level felonies. The county spends $80 million a year to house and treat this population.

“People are dying in jail when they could be getting the things that they need for recovery,” he said. “In fact, people with mental health in the United States are nine times more likely to find themselves in the beds of your jails.”

On any given day, Judge Leifman told attendees, there are 360,000 people behind bars with mental health illnesses in the United States, and another 670,000 under correctional supervision. “This is a shameful American tragedy, and it is one that must, and can, be reversed,” he exclaimed. “You would think by now we would treat inmates in clinics with treatment, but often, we can’t. And while sentencing has increased by roughly 166 percent, it would be nice to see our leaders providing the resources to tackle this massive growth in the United States.”

Judge Leifman created the groundbreaking Eleventh Judicial Circuit Criminal Mental Health Project in 2000, which consists of programs to steer people with mental illnesses who have committed low-level offenses from incarceration to a community-based care.

If a person with a mental illness is arrested for a low-level offense, he or she is diverted from jail to a community-based mental health program to receive treatment and continuing care. A person who is accepted into this diversion program is provided with case management assistance and help finding housing to lower their likelihood of reoffending.

Despite Miami-Dade’s successes, Leifman said that much work remains to be done. “There’s clearly something very wrong with a society that is willing to spend more money to incarcerate people that are mentally ill than to treat them,” Judge Leifman said. “I hope that you will speak to your local county commission. It truly takes a collaboration of us all in this room. No one situation works for everyone. It starts with us, and we have to keep the conversation going.”

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EXECUTIVE BOARD

AJA

2017–2018 OFFICERS AND BOARD OF DIRECTORS

President-Elect Ronaldo D. Myers, MA, CJM, CCT Superintendent Hampton Roads Regional Jail

1st Vice President Elias Diggins, CJM, CCE Division Chief Denver Sheriff Department

2nd Vice President Marsha P. Travis, CJM, CCM Colonel/Director of Standards and Accountability Davidson County Sheriff’s Office

EXECUTIVE BOARD

President John W. Johnson, Sr., MBA, CJM, CPM Division Chief Miami-Dade Corrections and Rehabilitation Department

Secretary Darren Sieger, MS Classification Manager Broward Sheriff’s Office

Treasurer Jeffery L. Newton, CJM Colonel/Superintendent Riverside Regional Jail Authority

Immediate Past President Wayne Dicky, CJM, CCE Jail Administrator Brazos County Office of Sheriff

1-YEAR TERM

3rd Vice President Amanda Lambert, CJM Major/Director of Support Services Prince William-Manassas Regional Adult Detention Center

Oscar Aviles, CJM, CCE, CCHP, Cavin Harley, CJM CPM Captain Assistant County Administrator Sheriff Al Cannon Detention County of Hudson Center

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Jamey Kessinger, CJM Jail Superintendent McLean County Detention Facility

Kimberly Moule, CJM Field Representative California Board of State & Community Corrections

Congratulations to the American Jail Association’s 2017–2018 Officers and Board of Directors, who were sworn in at our 36th Annual Conference & Jail Expo in Orlando, Florida in April. We thank them for their service to AJA and to local corrections.

2-YEAR TERM

For their contact information, please turn to page 65.

Angelique P. Lochrie, MS, CJM Major/Jail & Court Services Administrator Sumter County Sheriff’s Office

Louis A. Quinones, Jr., MSSL, CJM, CCE, CPM Deputy Chief Orange County Corrections Department

Michael Tolerico, BA, CJM, CPM Warden Passaic County Sheriff’s Office Corrections Services Division

Sam L. Davis, CJM Major/Jail Administrator Ingham County Sheriff’s Office

Mark Foxall, CJM, PhD Penny Perry Director Chief of Corrections Douglas County Department of Franklin County Sheriff’s Corrections Office-Corrections

Robert Schlegel, CJM, CCT, CIT Captain Broward Sheriff’s Office

Parliamentarian Darwin Long Lieutenant/Facility Administrator Oglala Sioux Tribe Department of Corrections

Sergeant-at-Arms Robert Leslie Hood, CJM Lieutenant Shelby County Sheriff’s Office

Executive Director Robert J. Kasabian, MBA American Jail Association

1-YEAR APPOINTMENTS

3-YEAR TERM

Eddie K. Lance, CJM Captain/Jail Administrator Transylvania County Sheriff’s Office (Retired)

Chaplain James K. Martin, Chaplain Miami Dade Corrections & Rehabilitation Dept.

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36th ANNUAL CONFERENCE & JAIL EXPO DRAWS HUNDREDS FOR EDUCATION & ADVANCEMENT IN OUR NATION’S JAILS

75+

GRADUATES Leaders of the Future

More than 75 Graduates and Alumni of the National Jail Leadership Command Academy (NJLCA) attended the 2017 AJA Conference.

900+

Lots To See

More than 900 jail & local detention professionals convened at the AJA’s 36th Annual Conference & Jail Expo.

4th

ANNUAL Criminal Justice Student Day Valencia College’s Criminal Justice Students attended workshops and a special Q&A session with jail practitioners, advancing AJA’s mission and building tomorrow’s leaders today.

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70+

SESSIONS Attendees had the chance to attend their choice of 70+ educational workshops and Special Topics Saturday Workshops.

200

EXHIBITS

200 exhibiting companies filled the Jail Expo in Orlando, showcasing the latest and greatest in supplies, devices, and technology in corrections.

5 Days Lots To Learn

Attendees partook in five days of training workshops that included sessions on Direct Supervision, Leadership Succession, Mental Health, Training Personnel, and more.

SEE YOU NEXT YEAR APRIL 21–25, 2018 IN SACRAMENTO, CALIFORNIA!

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2017 CONFERENCE SPONSORS Please thank and support the following companies for sponsoring AJA’s 36th Annual Conference & Jail Expo. We deeply appreciate their partnership and support.

Steel Sponsors

Copper Sponsors

Networking Lounge

Hotel Keys

2017 AWARD SPONSORS This year the American Jail Association presented six different awards at the 36th Annual Conference & Jail Expo Banquet.

Thank you to the following sponsors for their support and recognition of the AJA Award Recipients.

Sheriff’s Reception

Lanyards

Brass Sponsors

Correctional Administrator of the Year Correctional Supervisor of the Year Volunteer of the Year

Aisle Signs Conference Supporter

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Golf Sponsors

Correctional Officer of the Year Correctional Training Officer of the Year

Luncheon

Conference Bags

Welcome Swag

Column Clings

Civilian of the Year

To see the list of winners, turn to page 30.

Monday Lunch Vouchers

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AN ONGOING SPECIAL REPORT

AND

Core Competencies Jail Leadership Susan W. McCampbell, CJM and Jeffrey S. Warren, CJM

What skills, knowledge, and abilities do jail leaders need in order to be credible and successful? Beginning with the July/August 2015 issue of American Jails, we are exploring the 22 core competencies as identified by jail administrators across the country. Welcome to the 13th installment on core competencies and jail leadership.

In this issue of American Jails, we take a closer look at the core competency identified as “engage in strategic planning� and recommend several valuable resources related to leadership.

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Engage in Strategic Planning Description: Proactively analyze emerging trends, anticipate organizational needs, and develop strategies for meeting them.

Rationale: Effective leadership, management, and accountability require short- and long-range planning and adjusting operations. This includes maintaining a comprehensive foundation of information, collecting and analyzing relevant data, and working with community stakeholders.

Requires knowledge of: • National, State, and local trends that may impact the jail and the local justice system.

• Resources that provide data, information, and trends that may impact the jail and the justice system.

• Relationship between the longrange trends and the jail’s budget.

• Strategic planning process.

Requires the skills to: • Lead efforts in long-range planning.

• Forecast future trends.

• Synthesize numerous and diverse sources of information to benefit short- and long-range planning.

• Apply information and data from other jails and outside disciplines to one’s own agency.

• Mentor peers and subordinates regarding their roles in strategic planning.

• Collaborate with external stakeholders.

• Gain consensus, internally and externally, for the jail’s strategic plan.

• Make necessary adjustments to the plan based on feedback and environmental changes.

Requires the ability to: • See the “big picture” of data, trends, initiatives, and policies beyond the jail.

• Analyze emerging trends in the public and private sector.

• Read voraciously; encourage subordinates to do the same.

• Analyze, translate, and apply complex information to the jail’s future.

• Visualize the jail’s future.

• Assure operations align with the strategic plan.

• Recognize the plan’s potential impact on stakeholders and seek partnerships.

• Think critically about the jail and the local justice system.

Does Your Jail Know Where It Is Going?

“Failing to plan is planning to fail.” Alan Lakein’s insight is a reminder that many of the day-today operational struggles we face took root in the past, when we failed to think ahead.

In many jurisdictions, the resources available to operate our jails continue to be strained. To get the most out of what is available, it is critical that we plan and articulate the strategies we will use to set our jail’s priorities and direction, and to identify the expected outcomes of these strategies. If an organization does not have a sound strategic plan with a roadmap laying out the future and pointing the organization toward its objectives, the jail is not likely to achieve its goals. In addi-

22 Core Competencies for Jail Leaders • Anticipate, analyze, and resolve organizational challenges and conflicts.

• Develop and maintain a positive organizational culture that promotes respect for diverse staff.

• Assure organizational accountability.

• Develop and sustain organizational vision/mission.

• Build and maintain positive relationships with external stakeholders.

• Engage in strategic planning.

• Build and maintain teamwork; mentor and coach others.

• Communicate effectively, internally and externally.

• Comprehend, obtain, and manage fiscal resources.

• Enhance self-awareness; maintain proactive professional commitment.

• Establish organizational authority, roles, and responsibilities.

• Leverage the role of the jail in the criminal justice system.

• Make sound decisions.

• Manage change.

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• Manage labor relations.

• Manage power and influence.

• Manage time.

• Obtain and manage human resources.

• Oversee inmate and facility management.

• Oversee physical plant management.

• Reduce jail-related liability risks.

• Understand and manage emerging technology.

tion, it can become sidelined and ineffective not only in the eyes of the community we serve, but also to the employees who look to their leaders for the vision.

This article provides an overview of strategic planning. It includes a Strategic Planning Checklist and provides links to strategic plans from jails scattered across the country. Even if you are not in a position to generate interest in developing a strategic plan for your entire organization, you are not excused from the creation of such a plan for your shift, work group, or department.

Although some jails hire consultants to help develop their strategic plan, there is no reason why this work cannot be generated using the internal smarts of the organization—given proper planning and strong leadership (McCampbell, 2016a).

How would you respond if your staff, a community group, or your funding authority asks you as a jail leader: “Where do you see this organization in five years?” More of the same, even if the “same” isn’t too great? Or are you forced to admit you don’t know? Or do you defer by saying that’s not in my pay grade? Even if the top leadership of the organization changes, there is no excuse for a lack of vision and direction.

Consider corporate America. Even when the CEO retires, or moves to another Fortune 500 company, the organization continues to manufacture cars, refrigerators, or laptops. If that continuity of vision and purpose didn’t exist, the company would fail—just as a jail will ultimately fail without the vision and planning to move confidently into the future.

Strategic Planning and Its Importance to Jail Leaders A strategic plan serves as a roadmap to operationalize the organization’s mission, vision, values, and policies. It focuses the organization’s vision on: • Meeting the demands of public service.

• Ensuring good stewardship of public resources.

• Demanding accountability.

• Maintaining the public’s safety.

The strategic planning process helps to: • Clearly identify our priorities.

• Document the needs using objective data.

• Focus us on procuring the resources necessary to accomplish these priorities.

• Identify the specific actions to get where we want to go and how the accomplishments will be measured and sustained.

• Articulate a shared vision and commitment with the staff and the community.

• Allow us to modify our plan when circumstances, or evaluation outcomes, require change.

As jail leaders seek higher performance and more accountability, we discover that we need to involve staff, as well as relevant stakeholders. Successful leaders know that mission success is accomplished through communicating objectives and goals supported by strategies and actions that clearly align with their agency’s vision.

Engaging staff and stakeholders in this fundamental work gives them a personal stake in implementing the plans. People support what they help to create. Coercing staff to buy into plans—or worse yet ignoring their input—will not result in long-term success. As we begin to hold ourselves and our staff accountable for accomplishing the work, we also need to give them the tools, roadmap, and encouragement to move forward confidently (McCampbell, 2016b).

A strategic plan helps jails in these ways: • Establishes the shared direction. How does the organization and its stakeholders determine the facility’s future goals and mission (3–5 years)? Is this organization reactionary (as in responding to the “crisis of the day”) or deliberate in moving toward an excellent organization?

• Uses the framework of the strategic plan to make decisions.

• Defines what data is maintained and analyzed to support the plan’s elements.

• Identifies potential obstacles to achieving goals and finds strategies to overcome or mitigate the obstacles.

• Seeks, directs, and allocates resources based on the plan.

• Provides a means to engage in action planning that is flexible to ensure implementation and sustainability.

The strategic planning process is not a “one-time get it done–hire a consultant–check-off the box” project.

It is a philosophy about how the jail’s operations are guided into the future, with allowance for mid-course corrections as needed. Developing the next generation of leaders requires the current executives to involve staff in the process so they can learn and are the mentors for the future. An organization’s ability to address challenges, engage staff and stakeholders, develop and deploy action plans, and improve results are all determined AMERICANJails

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by the effectiveness of its strategic planning.

Setting the Tone for a Strategic Planning Initiative So how can you “sell” a strategic planning process in your jail?

Strategic planning can help collectively to: • Identify and analyze the real problem or issue, not just the symptoms (e.g., increase in inmate violence, use of force, worker’s compensation claims, etc.).

• Clarify how problems manifest themselves by using indicators and data.

• Question why we do what we do (hopefully not because “we’ve always done it that way”).

• Envision how the jail will operate if the “problems” are solved— really solved.

• Articulate the options and opportunities to try new approaches including drilling down into the benefits and challenges of implementing alternative or new ways of completing tasks.

• Align the goals to the vision and mission of the organization (McCampbell, 2015b).

• Involve the stakeholders, partners, and collaborators.

• Measure success.

• Build on the improvements and continue to improve.

Importance of Agency Mission, Vision, and Values A prerequisite of strategic planning is the establishment of the organization’s mission, vision, and values (McCampbell, 2016a).

Taken together—setting, updating, or refining your facility’s mission, vision and values with your strategic planning—is a BIG undertaking, especially if done with the needed involvement of staff and stakeholders. Consider these two activities as complementary and plan this work over a specified period of time (to hold yourself accountable). The daily work of the jail competes for 40

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Strategic Planning Checklist Step One: Building the Foundation • Collaboratively develop (or update) the facility’s vision, mission, and value (VMV) statements.

• Communicate VMV statements throughout the organization and to relevant stakeholders.

• Identify an all-inclusive, collaborative group to guide the implementation process.

• Establish a schedule with benchmarks and timelines.

• Designate someone with responsibility and authority to oversee implementation.

Step Two: Gathering and Analyzing Related Information • Collect and analyze sources of information that will impact the ability to achieve VMV. • Assess related strengths, weaknesses, opportunities and threats (i.e., conduct a SWOT analysis) (Cebola & Ritter, 2013).

• Determine how policies and procedures can be better aligned with VMV. • Analyze alternative options for moving the organization in the desired direction.

Step Three: Developing the Action Plan • Prioritize expected outcomes and define them in measurable terms.

• Establish periodic benchmarks and anticipated completion dates.

• Determine what changes are needed to achieve specific outcomes.

• Establish change implementation strategies and timelines.

• Assure that all relevant employee groups are represented throughout action plan development.

Step Four: Implementing and Evaluating the Plan • Secure requisite resources.

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• Create supportive partnerships with public and private agencies.

• Designate someone to compile and report ongoing progress assessments.

• Keep all employees, partners, and stakeholders informed of progress or setbacks.

• Use both formal and informal feedback to make adjustments, modifications, or improvements.

Source: Excerpted with permission from Stinchcomb, J.B., & McCampbell S.W. (2014, April). Resource guide for newly appointed warden, 2nd edition. Washington, DC: Department of Justice, National Institute of Corrections. Retrieved from www.cipp.org/ pdf/Resource%20Guide%202014.pdf

time with these two processes. It is the leader’s job to carve out the time to get this done—without excuses!

SWOT Analysis • • •

•

In the strategic planning process, consider using a SWOT analysis: Strengths—elements on which to capitalize.

Weaknesses—elements that need reinforcement, such as opposing agendas, loss of control, vulnerability.

Opportunities—elements to invest in. This helps to address issues before they become litigation, and creates partnerships to provide educational training.

Threats—elements to identify. This includes issues that could lead to potential litigation, outsiders influencing decisions, open to critiques, and exposure of weaknesses.

Strengths and weaknesses are internal elements. Opportunities and threats are normally external elements. The purpose of identifying the SWOTs is to transform weaknesses and threats into strengths and opportunities.

Setting Goals the SMART Way: Specific, Measurable, Attainable, Realistic, and Timely Being specific is not as easy as it sounds. Often we understand what we want to accomplish in theory, but lack the ability to identify a clear and unmistakable target. Problems must be reduced down to their basic, individual components. This will take time, but it is essential to the process. Start by developing goals at a broad level then refining them until you narrow the focus. Eventually, your end result is a select number of specific improvement opportunities. When promoting these opportunities to your staff or stakeholders, use action verbs, such as “create,” “design,” “develop,” and “implement.”

A measureable goal can be even harder to develop or the jail lacks the data to establish a quantifiable objective. Question how you became aware of the issue; for example, was it because your staff were spending an inordinate amount of time handling the issue? Build in some type of measure to show if the effort was worth it.

Attainable goals do not rely heavily on circumstances (or people) that are outside our direct control. It is easy for staff to pick goals that are beyond their control. When there is a failure, it can then be blamed on someone else. This does not mean that jail leaders shouldn’t try to influence those outside their immediate span of control.

That brings us to the goal of needing to be realistic. “Pie in the sky” is great, but for this process to be meaningful, goals must be something that can be attainable.

To be timely, a goal must be completed in the specified time frame— whether it is six months, one year, or even three years. Goals into the future are often not realistic. Goals with no targeted end date are not attainable or realistic. Specific timelines need to accompany the goal.

Adapted from Doran, G. T. (1981). “There’s a S.M.A.R.T. way to write management’s goals and objectives.” Management Review, 70(11), 35–36.

Overcoming Your Jail’s History When the vision and mission of the organization are established or updated, conduct an analysis of current operations. Based on the mission, vision and values, ask the question “Where are we now?” It is important to conduct this review to know how close—or far away—the organization is to its vision. This process also serves to identify what is working and what is not working.

Too often jails are stuck in the past, captured by history, doing things “because we’ve always done them that way,” and fearful of change and the future. The fear of change is a major motivator (Cebula & Ritter, 2013). The strategic planning process can address this, because failing to address “change phobia” will doom the organization’s future (McCampbell, 2015a). The Strategic Planning Checklist in the sidebar provides four steps to help organizations strategize their planning.

Action Planning As noted above, a critical feature of strategic planning is how we get to the desired end through action planning. Converting goals into attainable work activities is where organizations often fail—by not being precise, not having measurable accomplishments, not assigning the work to specific staff, and not having realistic or manageable timelines. If there is no accountability for these action plans, then why even bother? (See sidebar titled “SMART Goal Setting.”)

There are many formats for action planning. (Check the internet resources listed in the Leadership Library on page 45 and pick the one that your team thinks works best for you.) For example, the strategic plan goal may be to create a safer environment for both inmates and staff.

The essential elements of such a goal may include:

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“Failing to plan is planning to fail.” Alan Lakein’s insight is a reminder that many of the day-to-day operational struggles we face took root in the past, when we failed to think ahead.

• Objective, measurable statement of the work to be accomplished (e.g., inmate/inmate assaults will be reduced by 20% by January 1, 2018).

• Current status (e.g., inmate/ inmate violence has increased 10% in the last year).

• Identification of how the progress will be measured (e.g., incident reports, inmate trips to medical, worker’s compensation claims for staff breaking up fights, facility damage, litigation).

• Person assigned to this work (e.g., Lt. Jones assisted by Sgt. Smith).

• Due dates for interim work (e.g., analysis of current inmate/inmate violence by September 15th, examination of current policies, procedures, classification process, and training by October 15th, etc.).

• Implementation strategies and priorities.

• Final report to be presented to the leadership team by a certain date.

the h c a Re and d e ifi Qual zed i l a i Spec ts. n a c i Appl

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Completing this report is not enough; next comes implementation with timelines for revised lesson plans, updates to the classification system, or whatever other elements were identified as contributing to the problem.

Putting the strategic plan on the shelf or allowing barriers to its implementation undermines the entire strategic planning process credibility—and your credibility as a leader. People will know if their work and contributions are important to the organization’s future. It is of great importance to communicate the strategic plan to staff, stakeholders, and the public. They need to know where the organization is heading and how it plans to get there. Helping to build an organization that is not fearful of change is also derailed if initiatives such as strategic planning and action planning were done just for “show.”

Did It Work?

Organizations cannot manage or change what they don’t measure.

Advertise your employment ads with AJA. Contact Jackie at jackier@aja.org or 301–790–3930, ext. 202, for information on print and advertising for your agency.

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Data is critically important to identifying whether the organization was successful in achieving its goals and the strategic plan. Statistics enables us to make intelligent inferences from data. Proper data collection and utilizing credible benchmarks not only provide an organizational “snap shot”—a look at the organization at a specific point in time—but also assist organizations in identifying institutional and systemic problems. The word “credible” should be kept in mind when thinking about data and measuring the outcomes to identify successes and failures. If it fails, it may need to be dumped or certainly modified. Clinging to ineffective policies, procedures, or processes does not define a credible organization.

Not Just a “One-Time” Event Updating and tweaking the strategic plan is essential. Plans must evolve or else they become an obituary for the organization! As part of achieving the goals of the strategic plan, it must always be subject to revision and updating. As the leadership team makes decisions, two questions should always be asked: • How does this fit within our mission, vision, and values?

• How does this fit within our strategic plan?

Decisions must align with the mission, vision, and values. If not, there is a potentially destructive disconnect that results in the jail not moving forward—and perhaps sliding backwards.

The Next Steps Strategic planning is critical to the organization’s future. Examine the potential for improvements that will result from initiating the processes described above. Establish or update the jail’s vision, mission and values.

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Resources for Your Leadership Library APEX Resources Directory Vol. 1: Change Management and the APEX Domains Nancy Cebula and Elizabeth Ritter, Editors (2013, September) U. S. Department of Justice, National Institute of Corrections https://s3.amazonaws.com/static.nicic.gov/Library/025302.pdf Strategic Planning for Dummies Erica Olsen (2007) Wiley Publishing Company.

jail with the staff and stakeholders.

Don’t overcommit to this change process if you don’t have the motivation to see it completed; otherwise you will damage the organization.

Carve out the time to move into the future. If the jail leader doesn’t set the tone for the future, it is likely that someone outside of the organization will—and that will not be a pleasing outcome for the jail.  References

The Future Is Now: Recruiting, Retaining, and Developing the 21st Century Jail Workforce Jeanne B. Stinchcomb, Susan W. McCampbell, and Leslie Leip (2009) Center for Innovative Public Policies, Inc. www.cipp.org/pdf/Developingthe21stCenturyJailWorkforce05302011.pdf Resource Guide for Newly Appointed Warden, Second Edition Jeanne B. Stinchcomb and Susan W. McCampbell (2014, April) Center for Innovative Public Policies, Inc. www.cipp.org/pdf/Resource%20Guide%202014.pdf Examples of Strategic Plans  Allegheny County Jail, Pennsylvania www.alleghenycountyanalytics.us/wp-content/uploads/2016/07/AlleghenyCounty-Jail-Collaborative-2016-2019-Strategic-Plan.pdf  Charlotte County Sheriff’s Office, Florida www.ccso.org/AboutUs/PDF/StrategicPlan.pdf  Cochise County Sheriff’s Office, Arizona www.cochise.az.gov/sites/default/files/sheriff/Sheriff_Office_Strategic_ Plan_2014.pdf  Collier County Sheriff’s Office, Florida www.colliersheriff.org/home/showdocument?id=27905  Kitsap County Sheriff’s Office, Washington www.kitsapgov.com/sheriff/mediareleases/2017/Strategic%20Plan%20 2017%20-%202022.pdf  Polk County Sheriff’s Office, Florida www.polksheriff.org/FAQsFigures/Downloadable%20Files/2014-2015%20 Strategic%20Plan.pdf  Washington County, Oregon, Sheriff’s Office www.co.washington.or.us/sheriff/yoursheriff/upload/so-2011-2014-strategicplan.pdf

Cebula, N., & Ritter, E. (Eds.). (2013, September). APEX resources directory vol. 1: Change management and the APEX domains. Washington, DC: U.S. Department of Justice, National Institute of Corrections. Retrieved from https://s3.amazonaws.com/ static.nicic.gov/Library/025302.pdf McCampbell, S.W. (2015a, September/ October). Core competencies and jail leadership: “Manage change.”

American Jails, 29(4), 37–44.

McCampbell, S.W. (2015b, November/ December). Core competencies and jail leadership: “Build and maintain positive relationships with external stakeholders. American Jails, 29(5), 55–62.

McCampbell, S.W. (2016a, March/April).

Core competencies and jail leadership: “Develop and sustain organizational vision/mission.” American Jails, 30(1), 37–44.

McCampbell, S.W. (2016b, July/August).

Core competencies and jail leadership: “Organizational accountability.” American Jails, 30(3), 35–41.

Susan W. McCampbell, CJM, is President of the Center for Innovative Public Policy, Inc., a Florida-based company specializing in public policy consulting since 1999. She is also President of McCampbell and Associates, Inc. For more information, contact Ms. McCampbell at susanmccampbell@cipp.org.

Lt. Jeffrey S. Warren, CJM, serves the Northern Branch Jail Project, Santa Barbara County Sheriff’s Office. He is a member of the 21st graduating class of the National Jail Leadership Command Academy. He can be contacted at jsw2395@sbsheriff.org.

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Her opioid dependence got her here.

VIVITROL® (naltrexone for extended-release injectable suspension) is a non-narcotic, non-addictive, once-monthly medication indicated for1: • Prevention of relapse to opioid dependence, following opioid detoxification.

• Treatment of alcohol dependence in patients who are able to abstain from alcohol in an outpatient setting prior to the initiation of treatment with VIVITROL. Patients should not be actively drinking at the time of initial VIVITROL administration.

• VIVITROL should be part of a comprehensive management program that includes psychosocial support.

For additional Important Safety Information, please see Brief Summary of Prescribing Information on adjacent pages.

Now help her get on a path to treatment.

Learn more about a non-addictive, non-divertible treatment option.

Visit TreatWithVIVITROL.com to learn more about how VIVITROL and counseling can help.

Important Safety Information Contraindications VIVITROL is contraindicated in patients: • Receiving opioid analgesics • With current physiologic opioid dependence • In acute opioid withdrawal • Who have failed the naloxone challenge test or have a positive urine screen for opioids

• Who have exhibited hypersensitivity to naltrexone, polylactide-co-glycolide (PLG), carboxymethylcellulose, or any other components of the diluent

Prior to the initiation of VIVITROL, patients should be opioid-free for a minimum of 7-10 days to avoid precipitation of opioid withdrawal that may be severe enough to require hospitalization.

Reference: 1. VIVITROL [prescribing information]. Waltham, MA: Alkermes, Inc; 2015.

VIVITROL® (naltrexone for extended-release injectable suspension) Intramuscular BRIEF SUMMARY See package insert for full prescribing information (rev. Dec. 2015).

INDICATIONS AND USAGE: VIVITROL is indicated for the treatment of alcohol dependence in patients who are able to abstain from alcohol in an outpatient setting prior to initiation of treatment with VIVITROL. Patients should not be actively drinking at the time of initial VIVITROL administration. In addition, VIVITROL is indicated for the prevention of relapse to opioid dependence, following opioid detoxification. VIVITROL should be part of a comprehensive management program that includes psychosocial support.

CONTRAINDICATIONS: VIVITROL is contraindicated in: patients receiving opioid analgesics, patients with current physiologic opioid dependence, patients in acute opioid withdrawal, any individual who has failed the naloxone challenge test or has a positive urine screen for opioids, and patients who have previously exhibited hypersensitivity to naltrexone, polylactide-co-glycolide (PLG), carboxymethylcellulose, or any other components of the diluent.

WARNINGS AND PRECAUTIONS: Vulnerability to Opioid Overdose: After opioid detoxification, patients are likely to have reduced tolerance to opioids. VIVITROL blocks the effects of exogenous opioids for approximately 28 days after administration.

However, as the blockade wanes and eventually dissipates completely, patients who have been treated with VIVITROL may respond to lower doses of opioids than previously used, just as they would have shortly after completing detoxification.

This could result in potentially life threatening opioid intoxication (respiratory compromise or arrest, circulatory collapse, etc.) if the patient uses previously tolerated doses of opioids. Cases of opioid overdose with fatal outcomes have been reported in patients who used opioids at the end of a dosing interval, after missing a scheduled dose, or after discontinuing treatment. Patients should be alerted that they may be more sensitive to opioids, even at lower doses, after VIVITROL treatment is discontinued, especially at the end of a dosing interval (i.e., near the end of the month that VIVITROL was administered), or after a dose of VIVITROL is missed. It is important that patients inform family members and the people closest to the patient of this increased sensitivity to opioids and the risk of overdose. There is also the possibility that a patient who is treated with VIVITROL could overcome the opioid blockade effect of VIVITROL. Although VIVITROL is a potent antagonist with a prolonged pharmacological effect, the blockade produced by VIVITROL is surmountable. The plasma concentration of exogenous opioids attained immediately following their acute administration may be sufficient to overcome the competitive receptor blockade. This poses a potential risk to individuals who attempt, on their own, to overcome the blockade by administering large amounts of exogenous opioids. Any attempt by a patient to overcome the antagonism by taking opioids is especially dangerous and may lead to life-threatening opioid intoxication or fatal overdose. Patients should be told of the serious consequences of trying to overcome the opioid blockade. Injection Site Reactions: VIVITROL injections may be followed by pain, tenderness, induration, swelling, erythema, bruising, or pruritus; however, in some cases injection site reactions may be very severe. In the clinical trials, one patient developed an area of induration that continued to enlarge after 4 weeks, with subsequent development of necrotic tissue that required surgical excision. In the post marketing period, additional cases of injection site reaction with features including induration, cellulitis, hematoma, abscess, sterile abscess, and necrosis, have been reported. Some cases required surgical intervention, including debridement of necrotic tissue. Some cases resulted in significant scarring. The reported cases occurred primarily in female patients. VIVITROL is administered as an intramuscular gluteal injection, and inadvertent subcutaneous injection of VIVITROL may increase the likelihood of severe injection site reactions. The needles provided in the carton are customized needles. VIVITROL must not be injected using any other needle. The needle lengths (either 1 1/2 inches or 2 inches) may not be adequate in every patient because of body habitus. Body habitus should be assessed prior to each injection for each patient to assure that the proper needle is selected and that the needle length is adequate for intramuscular administration. Healthcare professionals should ensure that the VIVITROL injection is given correctly, and should consider alternate treatment for those patients whose body habitus precludes an intramuscular gluteal injection with one of the provided needles. Patients should be informed that any concerning injection site reactions should be brought to the attention of the healthcare professional. Patients exhibiting signs of abscess, cellulitis, necrosis, or extensive swelling should be evaluated by a physician to determine if referral to a surgeon is warranted.

Precipitation of Opioid Withdrawal: The symptoms of spontaneous opioid withdrawal (which are associated with the discontinuation of opioid in a dependent individual) are uncomfortable, but they are not generally believed to be severe or necessitate hospitalization. However, when withdrawal is precipitated abruptly by the administration of an opioid antagonist to an opioid-dependent patient, the resulting withdrawal syndrome can be severe enough to require hospitalization. Review of postmarketing cases of precipitated opioid withdrawal in association with naltrexone treatment has identified cases with symptoms of withdrawal severe enough to require hospital admission, and in some cases, management in the intensive care unit. To prevent occurrence of precipitated withdrawal in patients dependent on opioids, or exacerbation of a pre-existing subclinical withdrawal syndrome, opioiddependent patients, including those being treated for alcohol dependence, should be opioid-free (including tramadol) before starting VIVITROL treatment. An opioidfree interval of a minimum of 7–10 days is recommended for patients previously dependent on short-acting opioids. Patients transitioning from buprenorphine or methadone may be vulnerable to precipitation of withdrawal symptoms for as long as two weeks. If a more rapid transition from agonist to antagonist therapy is deemed necessary and appropriate by the healthcare provider, monitor the patient closely in an appropriate medical setting where precipitated withdrawal can be managed. In every case, healthcare providers should always be prepared to manage withdrawal symptomatically with non-opioid medications because there is no completely reliable method for determining whether a patient has had an adequate opioid-free period. A naloxone challenge test may be helpful; however, a few case reports have indicated that patients may experience precipitated withdrawal despite having a negative urine toxicology screen or tolerating a naloxone challenge test (usually in the setting of transitioning from buprenorphine treatment). Patients should be made aware of the risks associated with precipitated withdrawal and encouraged to give an accurate account of last opioid use. Patients treated for alcohol dependence with VIVITROL should also be assessed for underlying opioid dependence and for any recent use of opioids prior to initiation of treatment with VIVITROL. Precipitated opioid withdrawal has been observed in alcohol-dependent patients in circumstances where the prescriber had been unaware of the additional use of opioids or co-dependence on opioids. Hepatotoxicity: Cases of hepatitis and clinically significant liver dysfunction were observed in association with VIVITROL exposure during the clinical development program and in the postmarketing period.

Transient, asymptomatic hepatic transaminase elevations were also observed in the clinical trials and postmarketing period. Although patients with clinically significant liver disease were not systematically studied, clinical trials did include patients with asymptomatic viral hepatitis infections. When patients presented with elevated transaminases, there were often other potential causative or contributory etiologies identified, including pre-existing alcoholic liver disease, hepatitis B and/or C infection, and concomitant usage of other potentially hepatotoxic drugs. Although clinically significant liver dysfunction is not typically recognized as a manifestation of opioid withdrawal, opioid withdrawal that is precipitated abruptly may lead to systemic sequelae including acute liver injury. Patients should be warned of the risk of hepatic injury and advised to seek medical attention if they experience symptoms of acute hepatitis. Use of VIVITROL should be discontinued in the event of symptoms and/or signs of acute hepatitis. Depression and Suicidality: Alcohol- and opioiddependent patients, including those taking VIVITROL, should be monitored for the development of depression or suicidal thinking. Families and caregivers of patients being treated with VIVITROL should be alerted to the need to monitor patients for the emergence of symptoms of depression or suicidality, and to report such symptoms to the patient’s healthcare provider. Alcohol Dependence: In controlled clinical trials of VIVITROL administered to adults with alcohol dependence, adverse events of a suicidal nature (suicidal ideation, suicide attempts, completed suicides) were infrequent overall, but were more common in patients treated with VIVITROL than in patients treated with placebo (1% vs 0). In some cases, the suicidal thoughts or behavior occurred after study discontinuation, but were in the context of an episode of depression that began while the patient was on study drug. Two completed suicides occurred, both involving patients treated with VIVITROL. Depression-related events associated with premature discontinuation of study drug were also more common in patients treated with VIVITROL (~1%) than in placebo-treated patients (0). In the 24-week, placebo-controlled pivotal trial in 624 alcohol-dependent patients, adverse events involving depressed mood were reported by 10% of patients treated with VIVITROL 380 mg, as compared to 5% of patients treated with placebo injections. Opioid Dependence: In an open-label, long-term safety study conducted in the US, adverse events of a suicidal nature (depressed mood, suicidal ideation, suicide attempt) were reported by 5% of opioid-dependent patients treated

with VIVITROL 380 mg (n=101) and 10% of opioid-dependent patients treated with oral naltrexone (n=20). In the 24-week, placebo-controlled pivotal trial that was conducted in Russia in 250 opioid-dependent patients, adverse events involving depressed mood or suicidal thinking were not reported by any patient in either treatment group (VIVITROL 380 mg or placebo).

When Reversal of VIVITROL Blockade Is Required for Pain Management: In an emergency situation in patients receiving VIVITROL, suggestions for pain management include regional analgesia or use of non-opioid analgesics. If opioid therapy is required as part of anesthesia or analgesia, patients should be continuously monitored in an anesthesia care setting by persons not involved in the conduct of the surgical or diagnostic procedure. The opioid therapy must be provided by individuals specifically trained in the use of anesthetic drugs and the management of the respiratory effects of potent opioids, specifically the establishment and maintenance of a patent airway and assisted ventilation. Irrespective of the drug chosen to reverse VIVITROL blockade, the patient should be monitored closely by appropriately trained personnel in a setting equipped and staffed for cardiopulmonary resuscitation.

Eosinophilic Pneumonia: In clinical trials with VIVITROL, there was one diagnosed case and one suspected case of eosinophilic pneumonia. Both cases required hospitalization, and resolved after treatment with antibiotics and corticosteroids.

Similar cases have been reported in postmarketing use. Should a person receiving VIVITROL develop progressive dyspnea and hypoxemia, the diagnosis of eosinophilic pneumonia should be considered. Patients should be warned of the risk of eosinophilic pneumonia, and advised to seek medical attention should they develop symptoms of pneumonia. Clinicians should consider the possibility of eosinophilic pneumonia in patients who do not respond to antibiotics. Hypersensitivity Reactions Including Anaphylaxis: Cases of urticaria, angioedema, and anaphylaxis have been observed with use of VIVITROL in the clinical trial setting and in postmarketing use. Patients should be warned of the risk of hypersensitivity reactions, including anaphylaxis. In the event of a hypersensitivity reaction, patients should be advised to seek immediate medical attention in a healthcare setting prepared to treat anaphylaxis. The patient should not receive any further treatment with VIVITROL. Intramuscular Injections: As with any intramuscular injection, VIVITROL should be administered with caution to patients with thrombocytopenia or any coagulation disorder (eg, hemophilia and severe hepatic failure). Alcohol Withdrawal: Use of VIVITROL does not eliminate nor diminish alcohol withdrawal symptoms. Interference with Laboratory Tests: VIVITROL may be cross-reactive with certain immunoassay methods for the detection of drugs of abuse (specifically opioids) in urine. For further information, reference to the specific immunoassay instructions is recommended.

ADVERSE REACTIONS: Serious adverse reactions that may be associated with VIVITROL therapy in clinical use include: severe injection site reactions, eosinophilic pneumonia, serious allergic reactions, unintended precipitation of opioid withdrawal, accidental opioid overdose and depression and suicidality. The adverse events seen most frequently in association with VIVITROL therapy for alcohol dependence (ie, those occurring in ≥5% and at least twice as frequently with VIVITROL than placebo) include nausea, vomiting, injection site reactions (including induration, pruritus, nodules and swelling), muscle cramps, dizziness or syncope, somnolence or sedation, anorexia, decreased appetite or other appetite disorders. The adverse events seen most frequently in association with VIVITROL therapy in opioid dependent patients (ie, those occurring in ≥ 2% and at least twice as frequently with VIVITROL than placebo) were hepatic enzyme abnormalities, injection site pain, nasopharyngitis, insomnia, and toothache. Clinical Studies Experience: Because clinical trials are conducted under widely varying conditions, adverse reaction rates observed in the clinical trials of a drug cannot be directly compared to rates in the clinical trials of another drug and may not reflect the rates observed in practice. In all controlled and uncontrolled trials during the premarketing development of VIVITROL, more than 1100 patients with alcohol and/or opioid dependence have been treated with VIVITROL. Approximately 700 patients have been treated for 6 months or more, and more than 400 for 1 year or longer. Adverse Events Leading to Discontinuation of Treatment: Alcohol Dependence: In controlled trials of 6 months or less in alcoholdependent patients, 9% of alcohol-dependent patients treated with VIVITROL discontinued treatment due to an adverse event, as compared to 7% of the alcoholdependent patients treated with placebo. Adverse events in the VIVITROL 380-mg group that led to more dropouts than in the placebo-treated group were injection site reactions (3%), nausea (2%), pregnancy (1%), headache (1%), and suicide-related events (0.3%). In the placebo group, 1% of patients withdrew due to injection site reactions, and 0% of patients withdrew due to the other adverse events. Opioid Dependence: In a controlled trial of 6 months, 2% of opioid-dependent patients treated with VIVITROL discontinued treatment due to an adverse event, as compared to 2% of the opioid-dependent patients treated with placebo.

DRUG INTERACTIONS: Patients taking VIVITROL may not benefit from opioidcontaining medicines. Naltrexone antagonizes the effects of opioid-containing medicines, such as cough and cold remedies, antidiarrheal preparations and opioid analgesics.

USE IN SPECIFIC POPULATIONS: Pregnancy: There are no adequate and wellcontrolled studies of either naltrexone or VIVITROL in pregnant women. VIVITROL should be used during pregnancy only if the potential benefit justifies the potential risk to the fetus. Pregnancy Category C: Reproduction and developmental studies have not been conducted for VIVITROL. Studies with naltrexone administered via the oral route have been conducted in pregnant rats and rabbits. Teratogenic Effects: Naltrexone has been shown to increase the incidence of early fetal loss when given to rats at doses ≥30 mg/kg/day (11 times the human exposure based on an AUC(0-28d) comparison) and to rabbits at oral doses ≥60 mg/kg/day (2 times the human exposure based on an AUC(0-28d) comparison). There was no evidence of teratogenicity when naltrexone was administered orally to rats and rabbits during the period of major organogenesis at doses up to 200 mg/kg/day (175- and 14-times the human exposure based on an AUC(0-28d) comparison, respectively). Labor and Delivery: The potential effect of VIVITROL on duration of labor and delivery in humans is unknown. Nursing Mothers: Transfer of naltrexone and 6-naltrexol into human milk has been reported with oral naltrexone. Because of the potential for tumorigenicity shown for naltrexone in animal studies, and because of the potential for serious adverse reactions in nursing infants from VIVITROL, a decision should be made whether to discontinue nursing or to discontinue the drug, taking into account the importance of the drug to the mother. Pediatric Use: The safety and efficacy of VIVITROL have not been established in the pediatric population. The pharmacokinetics of VIVITROL have not been evaluated in a pediatric population. Geriatric Use: In trials of alcohol-dependent subjects, 2.6% (n=26) of subjects were >65 years of age, and one patient was >75 years of age. Clinical studies of VIVITROL did not include sufficient numbers of subjects age 65 and over to determine whether they respond differently from younger subjects. No subjects over age 65 were included in studies of opioid-dependent subjects. The pharmacokinetics of VIVITROL have not been evaluated in the geriatric population.

Renal Impairment: Pharmacokinetics of VIVITROL are not altered in subjects with mild renal insufficiency (creatinine clearance of 50-80 mL/min). Dose adjustment is not required in patients with mild renal impairment. VIVITROL pharmacokinetics have not been evaluated in subjects with moderate and severe renal insufficiency.

Because naltrexone and its primary metabolite are excreted primarily in the urine, caution is recommended in administering VIVITROL to patients with moderate to severe renal impairment. Hepatic Impairment: The pharmacokinetics of VIVITROL are not altered in subjects with mild to moderate hepatic impairment (Groups A and B of the Child-Pugh classification). Dose adjustment is not required in subjects with mild or moderate hepatic impairment. VIVITROL pharmacokinetics were not evaluated in subjects with severe hepatic impairment.

OVERDOSAGE: There is limited experience with overdose of VIVITROL. Single doses up to 784 mg were administered to 5 healthy subjects. There were no serious or severe adverse events. The most common effects were injection site reactions, nausea, abdominal pain, somnolence, and dizziness. There were no significant increases in hepatic enzymes. In the event of an overdose, appropriate supportive treatment should be initiated.

This brief summary is based on VIVITROL Full Prescribing Information.

Information (rev.

2015) Information (rev.December December 2015) ALKERMES and VIVITROL are registered trademarks of Alkermes, Inc. ALKERMES and VIVITROL are registered trademarks of Alkermes, Inc. Manufactured and marketed by Alkermes, Inc. Manufactured and marketed by Alkermes, Inc. ©2016 Alkermes, Inc. ©2016 Inc. All rightsAlkermes, reserved. VIV-002611 Printed in U.S.A. All rights reserved VIV-002317 Printed in U.S.A.

www.vivitrol.com

THE FIRST

Graduating Class of the Jail Executive Development Program

The first graduating class of the Jail Executive Development Program at AJA’s 36th Annual Conference & Jail Expo on April 10, 2017 in Orlando, Florida.

C

ongratulations to the Jail Executive Development Program’s First Graduating Class!

The inaugural class of the Jail Executive Development Program started in September of last year. Developed to prepare future correctional executives to be outstanding

leaders, the participants of the first JEDP class were selected by using a competitive application process, and we congratulate them on being accepted into the program.

The program includes a week of classroom work and intersession assignments. In addition, the preparation of a White paper that evaluates a current challenge in local corrections (listed with each graduate) is required for graduation. These papers were presented at AJA’s 36th Annual Conference & Jail Expo.

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AMERICANJails

Shawn W. Carlan, CJM, CJO

Genie Ilene Elton

Eddie Lance, CJM

Assistant Administrator Aiken County Sheriff’s Office Detention Division Aiken, South Carolina “Reducing Recidivism through Post Release Programming and Resources”

Lieutenant of Operations Kitsap County Sheriff’s Office Port Orchard, Washington “Managing the Mental Health Population at the Kitsap County Jail: A Look at the Use of Restrictive Housing, Providing Therapies and Wrap-Around Services to the Inmates”

Captain/Jail Administrator (Retired) Transylvania County Sheriff’s Office Brevard, North Carolina “Management of Inmates with Mental Illness”

Veronica Lynne Carroll, CJM

Captain/Facility Commander Broward Sheriff’s Office Fort Lauderdale, Florida “Management of LGBTI Inmates” Gene R. Claps

Captain Adams County Sheriff’s Office Brighton, Colorado “Management of Inmates with Mental Illness”

Dawn M. Flippin, CJM

Major-Director of Inmate Services and Support Riverside Regional Jail North Prince George, Virginia “Mentally Ill and Opiate Dependent Inmates in Jails” Sheila Gant

Fred W. Meyer, III, CJM

Captain Las Vegas Metropolitan Police Department Las Vegas, Nevada “Improving Management and Services for the Justice-Involved Mentally Ill” Debra Oliver-Hammons

Assistant Director of Programs Shelby County Sheriff’s Office Memphis, Tennessee “Inmates with Mental Illness”

Chief Deputy Mia Y. Rodgers, CJM Bourbon County Regional Detention Center Jamie L. Clayton, CJM Captain-Core Facility Commander Paris, Kentucky Chief Deputy of Corrections Lee County Sheriff’s Office “Mental Health Reform” Imperial County Sheriff’s Office Fort Myers, Florida El Centro, California Johnny D. Jaquess, CJM “Combating Mental Illness through Crisis “Transition Planning for a Direct Captain (Day Shift Watch Commander) Intervention Training” Supervision Facility” Lubbock County Sheriff’s Office Chris Sweney, CJM Lubbock, Texas Joseph Edward Dempsey Accreditation Manager “Identifying Issues Associated with Captain Douglas County Department of Corrections Increasing Incarceration of Females” Los Angeles County Sheriff’s Department Omaha, Nebraska Los Angeles, California Eddie Jones “Unintended Consequences: Legislative “Revamping Administrative Segregation Captain Impact on Jail Populations” Housing in the Los Angeles County Jails” Palm Beach County Sheriff’s Office Ronny R. Taylor, CJM West Palm Beach, Florida Steve Durham Captain “Solitary Confinement and Inmate Assistant Director Harris County Sheriff’s Office Mental Illness” Louisville Metro Department of Corrections Houston, Texas Louisville, Kentucky Daniel Junior “Better Management of Administrative “A Strategic Plan to Address Discharge Segregation” Interim Director Planning and Community Reentry for Miami-Dade Corrections and Rehabilitation Gregory M. Van Wyk, CJM Inmates with Co-Occurring Disorders” Department Captain-Jail Administrator Miami, Florida Daniel Edwards Eagle County Sheriff’s Office “Projecting Future Challenges for the MiamiJail Warden Eagle, Colorado Dade Corrections and Rehabilitation Elkhart County Sheriff Department “Culture Change: Developing a Department and Miami-Dade County, Elkhart, Indiana Guiding Mission, Vision, & Values for Florida, and Developing Proactive “Treatment Programs in Jails for Inmates Jail Operations” Strategies to Leverage their Impact” with Mental Illness and Drug Addictions: Derek W. Woods Strategic Planning to Implement a Dennis G. Kudro Jr., CJO Lieutenant-Watch Commander II Therapeutic Community in Jails” 1st Sergeant Over Classification/Gang Riley County Police Department Enforcement Manhattan, Kansas New Hanover County Sheriff’s Office “Better Management of Administrative Castle Hayne, North Carolina Segregation and Disciplinary Housing” “Reducing Jail Recidivism”

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S a c r a m e n t o, C a l i f o r n i a | A p r i l 2 1 – 2 5 , 2 0 1 8

ION T A N MI

S

O N OR F L AJA 2018-19 Board of Directors L A C Election time is coming and the Nominating Committee of the American Jail Association is selecting candidates for the following positions: ■ Third Vice President The person elected as Third Vice President serves progressively through the Executive Committee chairs to become your President in the year 2022. Please give serious thought to this nomination and submit your name or that of a colleague to the Nominating Committee. The incumbent is required to attend five meetings per year. Eligibility for elected office is contingent upon service of at least two years as a member of the Board of Directors. Please note that the person must hold a CJM, CJO, or CCT certification prior to being sworn in as President.

■ Treasurer This person sits as a member of the Executive Committee and is the Chief Financial Officer for the Association. The Treasurer is expected to monitor and oversee the financial operations and records of the Hagerstown, Maryland office on behalf of the Board of Directors, Executive Committee, and Membership. This is a twoyear term. Eligibility for elected office is contingent upon service of at least one year as a member of the Board of Directors.

■ Board of Directors The Board of Directors is the governing body of the Association.

It sets the policy of the Association, establishes the annual business plan and budget of the Association, and verifies that your Association is fulfilling its mission. Board members and elected officers will be installed at the 2018 conference in Sacramento, California, Sunday, April 22nd, and will attend their first board meeting on Monday, April 23rd. Normally, there is one additional board meeting during the year at a separate location. Elected Board members serve for a three-year term.

General Guidelines 1. Persons seeking nominations must be individual professional members in good standing as specified in the Bylaws at the time of nomination. For the purpose of seeking election to the AJA Board, Agency, Corporate, Affiliate, and Student memberships do not meet the above individual membership requirement.

2. Only written nominations and justifications are considered by the Committee, and nominees must be endorsed by a minimum of two members in good standing.

3. Individuals nominated for one office can be considered for another office.

4. The Committee gives consideration to affirmative action, geography, and agency size so that nominees reflect the diversity of the Association’s membership.

5. Nominees, if elected, are required to attend the following Conference events and functions in Sacramento: • Business meeting & luncheon.

• Plenary Session.

• Board meeting.

• New board member orientation.

• Banquet awards.

They are also expected to attend the Fall board meeting.

6. Elections are conducted in accordance with the provisions of Article VIII of the Bylaws.

We need good people from every part of the Nation to continue the tradition of dedication and commitment set by current and previous officers and Board members. Become involved by submitting a nomination now. The nominations must be postmarked no later than October 30, 2017. Nominations received after that date will not be considered.

Send nominations to: Steve Custer, Director of Communications American Jail Association ■ 1135 Professional Court ■ Hagerstown, Maryland 21740–5853 Fax: 301–790–2941 ■ E-mail: stevec@aja.org

RECOGNIZING THE BEST OF THE BEST

CORRECTIONAL ADMINISTRATOR OF THE YEAR Candidates must be individual AJA members in good standing for three consecutive years prior to nomination.

(Agency memberships do not qualify.) They also must be government employees and have the endorsement of their sheriff or city/county manager. Factors that enter into the selection process include: ■ Ability to successfully cope with contemporary day-to-day jail problems, such as crowded conditions, personnel shortages, litigation, etc.

■ Promotion of programs that enhance the jobs of jail personnel.

■ Implementation of inmate programs that promote the efficient operation of the jail.

■ Promotion of ongoing staff training programs.

■ Promotion of a professional image of the facility and the personnel who staff it.

■ Practitioner of sound, managerial principles.

CORRECTIONAL SUPERVISOR OF THE YEAR In most jails, administrators rely heavily on mid-level managers. In fact, these mid-managers often serve as the link between administrators and line staff. They coach, they lead, they guide. Without these managers, the job of an administrator would be extremely difficult. Candidates for this award must be government employees and have the endorsement of their sheriff or administrator.

CORRECTIONAL TRAINING OFFICER OF THE YEAR This award affords jail administrators the chance to recognize that sworn employee who continually strives to elevate the level of professionalism in their facility through training.

Whether coordinating an academy or conducting in-service training, this individual provides organizations with competent, educated personnel. To be eligible, the training officer must be a government employee who works in a jail as well as a certified trainer as defined by a State regulatory or individual agency. The nomination must carry the endorsement of the sheriff or system administrator of the agency in which the officer is employed.

CORRECTIONAL OFFICER OF THE YEAR This award provides the opportunity to recognize those uniformed employees who hold our jail facilities together.

Consider submitting the name of an outstanding officer who is doing an outstanding job. To be eligible for the award the officer must be a government employee who works in the jail. In addition, the officer’s nomination form must carry the endorsement of the administrator of the system in which the officer is currently employed.

CIVILIAN EMPLOYEE OF THE YEAR Those who have extensive experience managing jails recognize that uniformed personnel cannot accomplish everything that must be done for the proper operation of a jail facility. None could function well without the outstanding support that comes from the nonuniformed employee. How about that civilian who does the bulk of the bookings, or handles the mailroom, or does yeoman duty getting reports typed and paperwork filed? To be nominated the only basic requirement is that the individual be a nonsworn employee currently working in a government agency.

VOLUNTEER OF THE YEAR Few jails survive without the help of volunteers—those citizens in the community committed to making positive contributions to their local jail. This is an opportunity to recognize that unsung hero who may be working in religious programs, providing crisis counseling roles, or assisting in the commissary. He or she may be that senior citizen volunteer doing an exemplary job of handling telephone calls, thereby taking off some of the load of full-time staff. The only criterion for nomination is that the service provided by the individual must be to the government agency from which the volunteer is being nominated.

FRANCIS R. “DICK” FORD DISTINGUISHED SERVICE AWARD Named in honor of the American Jail Association’s first Executive Director, this award recognizes a lifetime of professional excellence in the field of local corrections and detention. Any individual, active or retired, who has demonstrated exceptional leadership and a sincere commitment to the professional advancement of jails and their operations is eligible to be nominated for the award. Nominees are not required to be members of AJA, and the award is not perpetual—i.e., it may or may not be accorded annually. Credible nominations must include examples of accomplishments that demonstrate the individual’s extraordinary leadership, vision, and devotion to the profession. Also for inclusion are “special impact” focuses such as inter-association cooperation, research/scholarship, training, and professional visibility. Additional key elements to be considered are impact of actions, resonance, devotion, and ownership.

Submit Your Nomination NOW! Please fill out the nomination form on the following page or at www.aja.org.

All nominations must be time stamped no later than November 30, 2017.

AJA Officers and Board Members are not eligible for consideration.

2018 Award Nominations

T

he American Jail Association is committed to the professional growth of our Nation’s jails. Ways this goal can best be accomplished include promoting meaningful training programs, exchanging technical information, developing and implementing jail standards, encouraging sound management practices, and adopting practices that improve the efficiency of corrections.

There are dedicated people in every organization who work long and hard to accomplish these goals to ensure their organizations continue to grow professionally. Out of all these professionals, however, there are some whose performance is exceptional.

The Awards Committee of the American Jail Association is asking you to identify these exceptional practitioners so they can be recognized publicly at AJA’s 37th Annual Conference & Jail Expo in Sacramento, California, April 21–25, 2018.

2018 Award Nominations

All award recipients receive conference registration, airfare, hotel accommodations, and two tickets to the conference banquet.

(Please check only one category.) _______ Correctional Administrator of the Year (Requires an individual membership for three consecutive years. Contact AJA for nominee’s member eligibility.) _______ Correctional Supervisor of the Year

_______ _______ _______ _______ _______

Correctional Training Officer of the Year Correctional Officer of the Year Civilian Employee of the Year Volunteer of the Year Francis R. “Dick” Ford Distinguished Service Award

Please type or print clearly.

Nominee’s Name: ______________________________________ AJA Member No.: ______________________________ (For Correctional Administrator Only)

Rank and/or Title: __________________________________________________________________________________ Agency: _________________________________________________________________________________________ Street Address:____________________________________________________________________________________ City/State/ZIP: ____________________________________________________________________________________ Business Telephone:____________________________________ Fax: _________________________________________ E-mail:__________________________________________________________________________________________ Person Submitting the Nomination Nominator’s Name:_________________________________________________________________________________ Title: ___________________________________________________________________________________________ Agency: _________________________________________________________________________________________ Street Address:____________________________________________________________________________________ City/State/ZIP: ____________________________________________________________________________________ Business Telephone:____________________________________ Fax: _________________________________________ E-mail:__________________________________________________________________________________________ Required Endorsement by Agency Head (i.e., Sheriff, County Manager, Director, etc.)

Name of Agency Head:_______________________________________________________________________________ Title: ___________________________________________________________________________________________ Agency: _________________________________________________________________________________________ Street Address:____________________________________________________________________________________ City/State/ZIP: ____________________________________________________________________________________ Business Telephone:____________________________________ Fax: _________________________________________ E-mail:__________________________________________________________________________________________ Instructions: Complete this form. Attach written justification for the nomination. Use as many pages as necessary, but give the Awards Committee ample justification to support your nomination. Nominations are strengthened by a thorough discussion of the nominee’s accomplishments and the inclusion of endorsements from a variety of persons—both inside and outside the nominee’s agency. Send the completed nomination package and five copies to: Michele Florian American Jail Association • 1135 Professional Court • Hagerstown, MD 21740–5853 michelef@aja.org • 301–857–2233 Nominations Must Be Postmarked On or Before November 30, 2017.

The Video Visitation Authority HomeWAV now offers The Sharpshooter™, a complimentary evaluation of your entire inmate visitation process!

The Sharpshooter™ Step 1: DISCOVERY - “Identify The Target” HomeWAV will collect a variety of visitation data, including inmate population, pod breakdowns, and current visitation policies. We will also ask for any specific goals you are looking to accomplish.

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A visitation expert from the HomeWAV Management Team will schedule a personal appointment to review our findings. Keeping your goals in mind, our expert will present recommendations for improved efficiency, maximizing staff hours, and creating new revenue streams.

CONTACT THE VIDEO VISITATION AUTHORITY: HomeWAV, LLC | Brian Spinner — Marketing Manager | 314-258-1119 | b.spinner@homewav.com

treasurer’s report for 2016

I am pleased to provide to you the American Jail Association’s Annual Treasurer’s Report for the fiscal year ending December 31, 2016.

In accordance with the bylaws of the American Jail Association, the books of account of the organization have been audited by the independent auditing firm of Smith Elliott Kearns and Company, LLC. The Audit produced an opinion based on review of our financial statements and accounting practices that the changes in our net assets and cash flow for the calendar years ending December 31, 2016 were in accordance with Generally Accepted Accounting Principles. Further, that in the opinion of the auditors, the organization’s financial statements present fairly, in all material respects, the financial position of the American Jail Association for the year ending December 31, 2016.

In summary, AJA had Assets and Liabilities of $1,905,966 in 2016, compared to $1,854,013 in 2015. Total revenues for 2016 were $1,830,615 compared to $1,852,223 in 2015.

Total expenses in 2016 were $1,774,126 compared to $1,749,019 in 2015.

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This resulted in a net to fund balance, or profit, of $56,489 in 2016, compared to a net to fund balance, or profit of $103,204 in 2015. In addition, we had net unrealized and realized gains on investments of $23,698 resulting in a total net income for the year of $80,187. This has increased our fund balance, or retained earnings, to $938,267.

Highlights of the Audit Report are as follows.

Revenue Overall, operating and conference revenue for 2016 was $1,830,615. Most revenue categories, with the exception of a few, were within several percentage points compared year over year and to budget.

Operational revenue, which includes magazine advertising and membership dues, was $488,246 for the year. This is $21,083 less than last year because of weak advertising sales. Overall, membership dues was up by nearly 17% due to robust membership growth and retention.

Conference revenue was $966,675, which includes registration fees, sponsorship and exhibit fees. The revenue in 2016 was 14.7% better than in 2015, due in large measure to the number of booths sold on the exhibit floor.

Professional development revenue was down year over year by 20% to $336,430, due to fewer onsite workshops during

2016. Certifications were also down by 29.21% to $52,993 as a result of suspending the CJO program as we transitioned to a new testing platform.

Expenses Expenses for 2016 totaled $1,774,126, which was less than 1% higher than the year prior.

Program expenses totaled $738,051 for the year. The bulk of the program expense was attributed to conferences and meetings for a total of $290,770.

This was $17,291 more than in 2015, due in large measure to the better overall conference attendance in Austin, Texas.

General and administrative expenses totaled $1,036,075 for the year. This was 8% higher than the year prior.

Net on Investments The association had net unrealized and realized gains on investments for 2016 of $23,698. This was an improvement over 2015, where the organization had a net loss of $9,378.

For more information please contact AJA headquarters at 301–790–3930.

Respectfully submitted by: Jeffery L. Newton, CJM Treasurer 2015–2016

Annual Financial Report to the Membership—2016 2016 ASSETS Current Assets Cash

$ 284,804

Investments 490,013

Accounts receivable, net

235,644

Inventory 5,247

Prepaid expenses

97,160

Total Current Assets 1,112,868

Property and Equipment Land 143,813

Building and improvements

970,497

Furniture and equipment

199,539

270Net website

105,672

Software 13,848 1,433,369

Accumulated depreciation (640,271)

793,098

TOTAL ASSETS

$ 1,905,966 LIABILITIES AND NET ASSETS

Current Liabilities

Accounts payable and accrued expenses

$

39,347

Compensated absences

28,060

Deferred revenue

466,159

Current maturities of long-term debt

33,081

Current maturities of capital lease obligation

9,012

Total Current Liabilities 575,659

Long-Term Liabilities

Long-term debt, less current maturities and unamortized debt issuance costs

392,040

Long-term capital lease obligations

—

967,699 Total Liabilities

Net Assets Unrestricted 938,267

TOTAL LIABILITIES AND NET ASSETS

$ 1,905,966 AMERICANJails

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Congratulations to AJA’s Newest CJOs! Congratulations to AJA’s newest Certified Jail Officers! These individuals have excelled in proficiency and competency by demonstrating a high standard of achievement and commitment.

How Invested Are You? Invest in your agency staff or you could be losing your most valuable resource.

Let us help.

Certification of your facility and jail officers can: ❱ Increase employee confidence and competency. ❱ Decrease turnover. ❱ Provide job satisfaction. ❱ Reduce liability and strengthen your agency’s reputation.

EAGLE COUNTY SHERIFF’S OFFICE, COLORADO John DeGhetto , CJO

COLLIER COUNTY SHERIFF’S OFFICE, FLORIDA Paul Aliseo, CJO Joshua Hankinson, CJO Tiffany Hogan, CJO Ario Richardson, CJO

HILLSBOROUGH COUNTY SHERIFF’S OFFICE, FLORIDA Pedro Salgado, CJO

POTTAWATTAMIE COUNTY JAIL, IOWA Taylor Thomas, CJO

JACKSON COUNTY DEPT. OF CORRECTIONS, MISSOURI Michael Webb, CJO

NEW HANOVER COUNTY SHERIFF’S OFFICE, NORTH CAROLINA Daryl Taaffe, CJO

DAVIDSON COUNTY SHERIFF’S OFFICE, TENNESSEE Timothy Dial, CJO Dustin Franking, CJO Frank Hardy, CJO Kirk Hopkins, CJO Samuel Jines, CJO Jeremy Jones, CJO Paul Miller, CJO Nicholas Pallak, CJO Milton Skelton, CJO AnnaLisa Smith, CJO David Tippett, CJO Patrick Vongsamphanh, CJO

RIVERSIDE REGIONAL JAIL AUTHORITY, VIRGINIA Robert Davis, Jr., CJO Sheila Deloatch, CJO Michael Ferguson, CJO Cassandra Glass, CJO Lofton Greenway, CJO Dana Hartsell, CJO Leon Jordan, Jr., CJO Autumn Miller, CJO Nicholas Sample, Sr., CJO William Stewart, CJO

Let’s Get You Started!

To start the process for achieving your certification, visit aja.org or contact Kendra Thompson at 301–790–3930, ext. 301 or send her an e-mail at kendrat@aja.org.

VACANCY JAIL MANAGER CERTIFICATION COMMISSION The AJA Board of Directors and the Jail Manager Certification Commission (JMCC) are seeking to fill a vacancy on the Commission. Service on the JMCC is a five-year term commencing April 22, 2018, at AJA’s 37th Annual Conference & Jail Expo in Sacramento, California.

The JMCC is the governing body that administers the Certified Jail Manager (CJM) and Certified Jail Officer (CJO) programs, sets policy, and ensures that the programs reflect the changing needs of the profession. A member of the JMCC is an ambassador for the advancement of corrections professionals.

To be considered, the applicant must be: › A Certified Jail Manager. › Currently employed full-time as a jail manager as defined in the CJM Handbook for Candidates. › An AJA individual member in good standing.

Responsibilities include: › Attending scheduled JMCC meetings. › Attending an Examination Item Review Session during the first year. › Reviewing CJM candidate EBFs. › Attending a test review session each year. › Actively participating in the promotional aspects of the CJM and CJO programs, which may include attending State, regional, and national conferences as needed. › Other responsibilities as the necessity arises.

Applicants should send a letter of expressed interest that includes: › Professional and educational background. › Current impressions of the CJM and CJO programs. › Vision for future growth of the programs.

Applications must be received at AJA headquarters no later than February 12, 2018. Applications received after the deadline will not be considered. Become involved by submitting your letter now.

Mail to: Kendra Thompson Certification Coordinator American Jail Association 1135 Professional Court Hagerstown, Maryland 21740 Applications are reviewed by the JMCC. Up to four candidates will be submitted to the AJA Board of Directors for final selection.

Consideration shall be given to affirmative action, geography, and agency size so that the JMCC reflects the diversity of the field.

Questions should be directed to Kendra Thompson at 301–857–2323 or kendrat@aja.org.

G N I N I A TR The American Jail Association can provide your staff with cost-effective, custom-designed training and technical assistance in the comfort and convenience of your own facility!

Our instructors are qualified to provide assistance with almost any issue your staff may be facing. If you require training in a specific subject area, we can send our team of expert instructors to train your staff in your facility. When you have more than just a few people to train, the cost savings could be significant. Here are some of the topics we cover: Management › Personnel Management › Labor Relations › Vendor Contracts and RFPs › Housing Unit Management Legal/Safety/Security › PREA › Use of Force › Laws, Standards, Codes › Inmate Classifications › Suicide/Suicide Prevention

Communications › Interpersonal Communication Skills › Communication for Supervisors › Community Relations › Communication Barriers Environment/Equipment/ Technology › Restraints › ID, Tracking, Documentation › Architecture and Design

Professional Issues › Ethics › Education and Training › Voluntary Standards Special Populations › Mental Illness › Elderly › LGBTI Support Services › Health and Hygiene Services › Food and Commissary › Transportation

For more information on how your staff can receive custom training that won’t break the bank, contact: Connie Lacy, Professional Development Director, American Jail Association, 1135 Professional Court, Hagerstown, MD 21740, Phone: 301–790–3930, ext. 300, e-mail: conniel@aja.org.

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board profile

Louis A. Quinones, Jr., MSSL, CJM, CCE, CPM, Deputy Chief, Orange County Corrections Department, Orlando, Florida

Hello, my name is Louis A. Quinones, Jr. I have been in the field of corrections for over 29 years, and have been employed with four large agencies in two States within this timeframe. I am currently serving as the Deputy Chief of Operational Services at Orange County Corrections in Orlando, Florida.

• I decided to enter the field of corrections and make it my career because… I was looking for a job with a good salary and benefits to support my family. As time went on, I began to learn more about the field of corrections and the importance of being a public servant.

I enjoyed the impact I was making and decided to turn this job into a lifelong career.

• The most unusual job I’ve ever had was… Working in a mall as Santa Claus.

• I felt it was important to be a member of AJA and serve on the Board and Commission because… I not only wanted to work in the field of corrections, but I also wanted to be able to have a voice.

• The hardest thing I’ve ever done is… Overcome my fear of heights. Several years ago, my wife talked me into getting on a zip line while we were on vacation in Jamaica.

It was awesome, and I take every opportunity to zip line wherever I may be.

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• My favorite way to relax is… Anything to do with water. Specifically, sitting in a pool listening to the sound of the water, and sipping on a tropical adult beverage.

• My favorite meal is… Pernil arroz con gandules y platano muduros (roast pork, rice and beans, and sweet plantains.)

• One item from my personal “bucket list” is to… Travel to Israel. I would love to walk thru the many holy cities and visit historical sites, like the Jordan River. I would love to submerge my head in the water.

• The three people, living or deceased, I’d invite to dinner are… My grandparents. I would like to take this opportunity to thank them for all they have done for me and tell them how instrumental they were in making me who I’ve become.

• You’d be surprised to learn that… I was a “professional dancer.” Many years ago, I was a member of a breaking dancing crew called “Knight Force.” We performed at local night clubs and participated in many dance contests.

• I am most proud of… MY WIFE! She was a member of management for a highend retail store and had aspirations of moving into a district position. She chose to forego her ambition and support my professional quest. She supported me not only moving from one organization to another, but took a leap of faith as we left to another State in pursuit of achieving my professional growth. She is AMAZING! • My motto is… Do the right thing all the time, even when no one is watching, because it is the right thing to do.

• If there is one piece of advice I’d like to give to anyone considering corrections as a career, it would be… Remember, a correctional officer is to provide care, custody, and control.

We are not the jury or the judge. Treat everyone with respect. Remember the above because it is half the battle to a successful and safe career. 

officers and board of directors

President John W. Johnson, Sr., MBA, CJM, CPM Division Chief Program Services Division Support Services Miami-Dade Corrections and Rehabilitation Department Miami, Florida John.Johnson@miamidade.gov President-Elect Ronaldo D. Myers, MA, CJM, CCT Superintendent Hampton Roads Regional Jail Portsmouth, Virginia myersr@hr.rj.virginia.gov 1st Vice President Elias Diggins, CJM, CCE Division Chief Denver Sheriff Department Denver, Colorado Elias.Diggins@denvergov.org 2nd Vice President Marsha P. Travis, CJM, CCM Colonel/Director of Standards and Accountability Davidson County Sheriff’s Office Nashville, Tennessee mtravis@dcso.nashville.org 3rd Vice President Amanda Lambert, CJM Major/Director of Support Services Prince William-Manassas Regional Adult Detention Center Manassas, Virginia alambert@pwcgov.org

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Secretary Darren Sieger, MS Classification Manager Broward Sheriff’s Office Ft. Lauderdale, Florida darren_sieger@sheriff.org

2–Year Term Eddie K. Lance, CJM Captain/Jail Administrator (Retired) Transylvania County Sheriff’s Office Brevard, North Carolina elance@tcsonc.org

Sergeant-At-Arms Robert Leslie Hood, CJM Lieutenant Shelby County Sheriff’s Office Vincent, Alabama lhood@shelbyso.com

Treasurer Jeffery L. Newton, CJM Colonel/Superintendent Riverside Regional Jail Authority North Prince George, Virginia jnewton@rrjva.org

Angelique P. Lochrie, MS, CJM Captain/Assistant Jail & Court Services Administrator Sumter County Sheriff’s Office Bushnell, Florida alochrie@sumterso.org

Immediate Past President Wayne Dicky, CJM, CCE Jail Administrator Brazos County Office of Sheriff Bryan, Texas wdicky@brazoscountytx.gov

Parliamentarian Darwin Long Lieutenant/Facility Administrator Oglala Sioux Tribe Department of Corrections Pine Ridge, South Dakota dlong@ostdps.org

Louis A. Quinones, Jr., MSSL, CJM, CCE, CPM Deputy Chief Orange County Corrections Department Orlando, Florida louis.quinonesjr@ocfl.net

1–Year Term Oscar Aviles, CJM, CCE, CCHP, CPM Assistant County Administrator County of Hudson Jersey City, New Jersey oaviles@hcnj.us

Michael Tolerico, BA, CJM, CPM Warden Passaic County Sheriff’s Office Corrections Services Division Paterson, New Jersey mtolerico@pcsheriff.org

Cavin Harley, CJM Captain Sheriff Al Cannon Detention Center North Charleston, South Carolina charley@charlestoncounty.org Jamey Kessinger, CJM Jail Superintendent McLean County Detention Facility Bloomington, Illinois jamie.kessinger@mcleancountyil.gov Kimberly Moule, CJM Field Representative California Board of State & Community Corrections Sacramento, California moulekimberly@yahoo.com

3–Year Term Sam L. Davis, MA, CJM Major/Jail Administrator Ingham County Sheriff’s Office Mason, Michigan so_sdavis@ingham.org

Chaplain James K. Martin Chaplain Miami Dade Corrections and Rehabilitation Department Miramar, Florida JM5693@miamidade.gov Executive Director Robert J. Kasabian, MBA American Jail Association Hagerstown, Maryland robertk@aja.org Legal Counsel Terrence O. Lynch, Esq. Broward Sheriff’s Office 2601 W. Broward Boulevard Ft. Lauderdale, Florida

Mark Foxall, PhD, CJM Director Douglas County Department of Corrections Omaha, Nebraska mark.foxall@douglascounty-ne.gov Penny Perry Chief of Corrections Franklin County Sheriff’s Office-Corrections Columbus, Ohio plperry@franklincountyohio.gov Robert Schlegel, CJM, CCT, CIT Captain Broward Sheriff’s Office Pompano Beach, Florida robert_schlegel@sheriff.org

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2017–2018 Jail Manager Certification Commission (JMCC) Commission Chair Shane Dotson, CJM Jail Administrator Joplin Police Department Joplin, Missouri sdotson@joplinmo.org Commission Vice Chair Tiffany Mass, CJM Jail Administrator Pottawattamie County Sheriff’s Office Council Bluffs, Iowa tmass@pottcosheriff.com

Commissioners Anthony Yeber, CJM Correctional Lieutenant Miami-Dade Corrections and Rehabilitation Department Miami, Florida mmyeber@miamidade.gov Lisa Peck, CJM Sergeant Mesa County Sheriff’s Department Grand Junction, Colorado lisa.peck@mesacounty.us Michael Harris, CJM Superintendent-in-Chief Suffolk County Sheriff’s Department Boston, Massachusetts mharris@scsdma.org

2017–2018 Correctional Trainer Certification Commission (CTCC) Co-Chairs Erin O’Hearn, CCT Director of Training Academy Massachusetts Department of Youth Services North Grafton, MA erin.o’hearn@state.ma.us

Lenny O’Keefe, CJO, CCT Training Coordinator Merrimack County Dept. of Corrections Boscawen, New Hampshire cclinebacker@comcast.net

Co-Vice Chairs Kathleen Mickle-Askin Stacie Mitchell, CJM, CCT International Association of Corrections Lieutenant Correctional Training Personnel Salt River DOC Dover, DE Scottsdale, Arizona kathy.mickle.askin@gmail.com stacie.mitchell@srpmic-nsn.gov

Desiree Harrington, CCT Sheriff’s Training Specialist II San Bernardino County Sheriff’s Department San Bernardino, California dharrington@sbcsd.org

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Commissioners Terry Satterfield International Association of Correctional Training Personnel Baltimore, MD terrysat@verizon.net

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Guest Editorial continued from page

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the policies and procedures exist and why they must be followed. No one wants to be the bad guy; however as a supervisor, your responsibility is to ensure that your subordinates are following the agency’s policies and procedures—and are held accountable. This also includes properly documenting the event.

Administratively, this disconnect can be mitigated to a large degree by simply following the MBWA plan— “management by walking around.” This is a deliberate strategy of walking through the facility and checking on employees, equipment, or the status of ongoing work.

It provides an opportunity for you to engage with your staff and observe the processes of the jail, as well as to listen to problems, brainstorm, and resolve problems.

This also gives you an opportunity to spot and handle problems before they become a serious issue. It is an opportunity to see and be seen, make yourself more approachable, and improve communications.

There are many other situations that can cause a correctional facility risk, but these are the common issues in many facilities. In risk management we say, “If it’s predictable, it’s preventable.” These are some preventable issues that must be mitigated to better manage your risk.  THOMAS A. SHULL, PhD

Jail Consultant Retired Captain and Jail Administrator Kalamazoo, Michigan thomas.a.shull@gmail.com

notes from the field

Ditching the Classroom Saves Time and Money in the Florida Keys Saving time and money is a priority in most lines of work, but especially when your boss is an elected official like mine— Monroe County Sheriff Rick Ramsay in the Florida Keys.

When Sheriff Ramsay first took office in 2012, he told me he wanted our mandatory training to be more interactive, scenariobased and, well, less boring and a lot more fun. As the captain in charge of special operations and training at the Sheriff’s Office, I knew the task was easier said than done. Our four-person training department handles training for 550 employees, including 200 deputies, 150 corrections officers, and 200 support personnel.

Our custom was to set aside annually two 12-hour days dedicated solely for training, invariably with an instructor standing in a classroom, lecturing corrections officers, deputies, and other staffers. Our attendees essentially counted the seconds until the sessions ended and, in short, dreaded the experience. It was like being in high school again, or death by PowerPoint, as was the joke that went around.

After talking with my peers in corrections, I realized that moving training sessions online was becoming a best practice throughout our field. Digitizing the training would allow us to add flexibility, reduce boredom, cut costs, and free-up staff hours.

During a certification visit with my counterparts at the Collier County Sheriff’s Office to the north and west of the Keys, I learned how they were using a policy management software called PowerDMS. A Collier administrator walked me through various training modules she had uploaded on the software, such as videos, memos, and interactive quizzes.

After I tinkered with it, I concluded it could be the solution to Sheriff Ramsay’s challenge to me.

The goal was to breathe new life into the often boring, repetitive subjects we covered every year no matter what. By bringing the information into the digital realm, it could be accessed from a computer or mobile device at will by any corrections officer, deputy or staffer—and without an instructor looking over someone’s shoulder.

By moving redundant training online, we freed up time to work on tactical, hands-on training to better protect our community, ourselves, and our inmates. We house 425 inmates on any given day. The average stay is a month, and they vary widely in age, gender, race, and offense, ranging from charges of murder to possession of marijuana.

In Monroe County, we saved $87,000 during the first year in overtime costs alone by using software to move training on topics such as blood-borne pathogens and sexual harassment out of the classroom and into an online format. That gave us the flexibility to focus our

efforts on the real-world scenarios we commonly face, like cell extractions and the proper use of Tasers.

Switching our training modalities has taught us some valuable lessons. We needed to rethink our approach for the virtual environment. That meant making the material more concise and “chunking” out the content so officers could absorb the material at their own pace.

We primarily upload PowerPoint presentations that include all-important items such as learning goals, training objectives, and references. Without those components, the courses would not be recognized as valid by Monroe’s five accrediting bodies, as well as State mandates.

The training modules can be accessed remotely, typically by computer or a hand-held device like an iPad, iPhone, or Android phone. A substation, living room, break area—just about anywhere—can substitute for the classroom, so we don’t have to gather everyone in a single place for a lecture.

Corrections officers can conduct the training when the pace slows inside the jail. They can access the software within housing units/dorms or in the control tower where they watch the housing pods. Once inmates are locked in their cells for the evening or after a meal, the corrections officers often can find time to take care of their training requirements because

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Annual Operational Savings

20 Year Life Cycle Savings

2 year warranty

$ (150,000)

Shelling space in Courthouse

$ (600,000)

Right Sizing # of Beds in Jail 672-608

$ (817,600)

$ (8,176,000)

Provide Magistrate Criminal Hearing Room

$ (330,000)

$ (6,600,000)

One Central Plant for Both Court & Jail

$ (110,000)

$ (2,200,000)

Chillers in Series Configuration & Enhanced Chilled Air

$ (65,000)

$ (1,300,000)

Pre-cast Exterior Walls at Jail Exercise Yard

$ (3,750)

$ (75,000.00)

Eliminated Terrazzo at Jail Lobby

$ (1,000)

Emergency Generator to Power 100% vs. Life Safety only

$ (20,000) Continuous Building Operation

Electrical Meter Aggregation and Real Time Power Rate

$ (178,690.52)

$ (3,573,810.40)

Total

$ (1,504,041)

$ (22,654,810.40)

@

notes from the field

the oversight needs are not as pressing then. They can study and still fulfill the primary obligations of their job.

That flexibility allowed us to reduce the in-person training courses down from 24 hours annually to four hours, a sixfold decrease that dropped our overtime costs from $150,000 annually to $63,000. Those savings were possible because we only had to backfill, or cover, for those four hours of each corrections officer’s time—not the full 24 hours. Previously, we had to pay the officer for his or her time in the classroom, as well as pay the going overtime rate of time and half for a replacement in the jail. Our total savings during the past five years have topped $435,000.

Keeping corrections officers on their normal shifts is critically important because jail staffs and budgets are tight in Monroe. I don’t have to tell you, corrections can be a tough, unglamorous job and anything we can do to make each officer’s work life a little easier— especially when it comes to training—is a high priority for us.

We now host four 45-minute training scenarios where we bring together classes of 15 to 20 people and we present them with a problem—one they could encounter during the course of their workday. Then we step aside and let them tackle it.

Typically, they have been given some materials online to prep them for the scenarios.

For example, we recently went to an abandoned nursing home and pretended it was a hospital where our officers had taken an inmate for treatment.

While there, they had to react to a hypothetical active shooter on the premises while protecting themselves, the inmate, and hospital workers. This type of training is important because our corrections officers are only armed when they are escorting an inmate off property in Monroe. On another occasion, we practiced subduing a violent inmate in a jail cell with a Taser, shooting the electrical control weapon through the food port in the door. Without the extra time freed up by the software, we used to be hard-pressed to schedule such important, reallife training.

The reduction in lecturehall training saves my staffers travel time, too. For those of you unfamiliar with Monroe County, it covers the Florida Keys, a 125-mile chain of islands linked

by U.S. Highway 1. We operate three jails, with the main facility in Key West all the way to the south, plus a smaller jail each in Marathon in the middle of the Keys and Plantation to the north. My staff has been spared innumerable training trips up and down the Keys as a result of the switch to online training.

Another advantage of using software is that participants can study at their own pace— stopping and starting at will— because most sophisticated programs will bookmark their progress. They can pick up right where they left off.

Overall, we calculated that it takes a total of six hours to complete all the online work. Quite simply, it can be broken up in any segment of time that works for the participant; five minutes, a half hour, you name it.

Usually, they finish within two weeks of stop-and-go learning.

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notes from the field

AJA Af

f i l i at e

Me

m b e r s

Academy of Criminal Justice Sciences Alabama Jail Association American Correctional Association American Correctional Chaplains Association Bill Glass Behind the Walls Colorado Jail Association Correction Captains’ Assoc., Inc. Detention Equipment Contractors Association Freedom Forever Ministries Georgia Jail Association Good News Jail & Prison Ministry GreenPrisons.org Imperial County Sheriff’s Association Interstate Commission for Adult Offender Supervision Kentucky Jailers Association Law Enforcement Officers Regional Training Commission Michigan Sheriff’s Coordinating & Training Council Middle Atlantic States Correctional Association National Commission on Correctional Health Care National Correctional Industries Association National Organization of Hispanics in Criminal Justice New Jersey County Jail Wardens Association North Carolina Jail Administrators Association Pikes Peak Community College San Joaquin County Correctional Officers Association Servant’s Oasis South Carolina Jail Administrators’ Association Texas Jail Association Virginia Association of Regional Jails Wisconsin Jail Association 70

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And we can track their progress every step of the way. That’s helpful because we can encourage people to finish if they are lagging, as well as offer assistance if they are struggling.

We make sure they are retaining what they have gone over by including an electronic test at the completion of each segment.

Each test is different to keep participants alert and to reduce the temptation of cheating by passing answers from one participant to another. The software randomly selects a predetermined number of questions from a pool of questions you develop. This ensures that no two tests are alike. (Before we switched to online training, our department gave the same test annually and could not be sure if the officers really comprehended the policies or were just copying or recalling answers from previous years.) We also use the results to enhance future training by concentrating on questions that generate the most incorrect responses.

Perhaps the biggest improvement is the fact that our officers tell us they actually welcome electronic training and the practical hands-on scenarios it lead to instead of complaining about it. We surveyed people who have gone through the training and found more than 91% not only enjoyed the experience, but they also considered it time well spent.

One reason for the turnaround was the ability to tailor our lessons and make them interesting. For example, I mixed scenes from the popular television series The Walking Dead (one of my favorite shows) into a presentation about infectious disease transmission.

Zombies ruled the day.

We also employed characters from The Big Bang Theory show, using Sheldon and the others, in a legal update presentation we did on working with transient tenants. We also have been known to intersperse baby photos of deputies and correction officers in the presentations.

“We are going to put the fun in functional training,” has become our motto.

If it takes a few zombies, Sheldon, or a decades-old baby picture to upgrade our training, we are more than happy to make that sacrifice. The bottom line, as far as we are concerned, is simple: Better trained officers equates to lives saved.

CAPTAIN PENNY PHELPS

Operations Monroe Bureau of Corrections Monroe County, Florida pphelps@keysso.net

Executive Directors Remarks continued from page

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and procedures that can help in the day-in-and-day-out operations of a jail. A big part of that industry immersion is to learn from those who have been recognized by their peers as having achievements worthy of mention. A big thanks goes to the agencies who submitted their “best of the best” and provided their support. To submit nominations for 2018, turn to page 55.

The conference would not have been a great experience for those in attendance if not for the tireless efforts of the AJA staff.

Their commitment to AJA, the long hours, and the professionalism of everyone on the team is greatly appreciated by our corrections community.

Although our Annual Conference & Jail Expo is the biggest single event that the American Jail Association does each year, it is by no means our only offering to the local corrections industry. In your hands is our American Jails magazine, of which we are very proud. It is published six times annually and distributed throughout the United States, reaching jails large and small. We think it is one of the best magazines in our industry and so do our peers.

American Jails has been awarded the APEX award for excellence in content and design four years in a row.

As we look out over the next couple of months, AJA is working to bring you more innovations and features to enhance your career and profession. Watch your e-mail, AJAlert, and American Jails for details.

And we hope you plan to join us for another spectacular conference in Sacramento, California on April 21–25 in 2018.

Thank you for your continued support.

Stay safe.

Do you have a story to share? An experience that can help others?

For every success, for every failure, for every lesson learned, there is a story to be told.

Innovative approaches and solutions that address operations, staff training and retention, inmate programming, healthcare, and other equally important issues are being developed in jail facilities across the Nation.

In fact, your own facility may have put into place a successful policy, procedure, or program that could be replicated by other correctional agencies.

Well here’s your chance to tell your story.

Now is the time to consider penning an article in American Jails magazine to tell your story… how you went from having a problem to how you found a solution. Your experiences and expertise can greatly assist individual agencies in particular and the field of local corrections in general.

ROBERT J. KASABIAN, MBA

Executive Director

For more information about article submissions or guest editorials, contact Steve Custer at 301–790–3930, ext. 400, or stevec@aja.org.

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in the federal courts

Hearing-Impaired Inmates Federal courts have addressed the needs and rights of hearing-impaired inmates for decades. The 16 cases presented here have been published in the last 10 years.

Duquin v. Dean, 423 F.Supp.2d 411 (S.D.N.Y. 2006). A State inmate who was born deaf brought an action alleging that prison officials violated his rights under the Americans with Disabilities Act (ADA), Rehabilitation Act (RA), and a consent decree by failing to provide qualified sign language interpreters (SLI), effective visual fire alarms, use of closedcaptioned television sets, and access to text telephones (TTY).

Officials moved for summary judgment, which the district court granted in their favor. The court held that the officials at the high-security facility complied with the provision of a consent decree requiring them to provide visual fire alarms for hearing-impaired inmates, even if the facility was not always equipped with visual alarms, where corrections officers were responsible for unlocking each cell door and ensuring that inmates evacuate in emergency situations. The court held that the deputy supervisor for programs at the facility was not subject to civil contempt for her failure to fully comply with the provision of consent decree requiring the facility to provide access to TTY for hearingimpaired inmates in a manner equivalent to hearing inmates’ access to telephone service, even though certain areas within the facility provided only limited access to TTY, and other areas lacked TTY altogether. The court noted that the deputy 72

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warden made diligent efforts to comply with the decree, prison staff responded to the inmate’s complaints with temporary accommodations and permanent improvements, and repairs to broken equipment were made promptly. The court found that the denial of the inmate’s request to purchase a 13-inch color television for his cell did not subject the deputy supervisor for programs to civil contempt for failing to fully comply with the provision of a consent decree requiring the facility to provide closed-captioned television for hearing-impaired inmates, despite the inmate’s contention that a closed-caption decoder would not work on commissary televisions. The court noted that the facility policy barred color televisions in cells and that suppliers confirmed that there was no technological barrier to installing decoders in televisions that were available from the commissary. (Wende Correctional Facility, New York)

order in class action in which the court entered a decree awarding declaratory relief to prohibit disability discrimination against hearing-impaired inmates by State prison officials.

The superintendent moved for summary judgment and the district court granted the motion.

The court held that the exhaustion requirement of Prison Litigation Reform Act (PLRA) did not apply to an action seeking exclusively to enforce a consent order. The court found that the superintendent was not in contempt of the consent order, noting that SLI were provided at educational and vocational programs and at medical and counseling appointments for hearing-impaired inmates as required by consent decree, the prison was equipped with visual fire alarms that met the requirements of the decree, and diligent efforts were being made to comply with the consent decree regarding access to TTYs. (Wende Correctional Facility, New York)

Figueroa v. Dean, 425 F.Supp.2d 448 (S.D.N.Y. 2006). A State inmate who was born deaf brought an action against a superintendent of programs at a prison, alleging failure to provide interpreters, visual fire alarms, access to text telephone, and a television with a closedcaptioned device. The inmate asserted that the superintendent was in contempt of a consent

Sanders v. Ryan, 484 F.Supp.2d 1028 (D.Ariz. 2007). A hearingimpaired inmate brought a civil rights action against a prison official and the State of Arizona, claiming his rights were violated under the Religious Land Use and Institutionalized Persons Act (RLUIPA), the First Amendment, Arizona civil rights laws, and the ADA. The

district court granted summary judgment in favor of the defendants. The court held that a prison official’s refusal to give the inmate, who listened to audiotapes of Baptist church services as part of his faith, two new tapes unless he exchanged two tapes already in his possession to be destroyed, rather than stored, did not “substantially burden” the inmate’s exercise of his religion, as required to establish a violation of the RLUIPA. The inmate had alleged that such conduct violated a State statute requiring the return of authorized inmate property to the inmate upon his release. The court noted that the new tapes were not authorized, as the inmate already had the maximum number of tapes allowed, and the inmate failed to show that he was unable to practice his religion absent receipt of the new tapes. According to the court, the State department of corrections policy of limiting property an inmate could possess in his cell or in storage did not violate the rights of inmates under the RLUIPA, where the policy served the “compelling governmental interest” of enhancing the safety and security of prison facilities. The court found that the policy was the “least restrictive means” available to accommodate the government’s compelling interests in safety and security. The court noted that the inmate was permitted to practice his religion by engaging in personal Bible study and prayer, receiving pastoral visits

from an accredited minister, and listening to religious tapes.

The inmate was able to mail excess religious tapes back to the church in exchange for new ones, and the inmate did not suggest an alternative that was less restrictive but which would accommodate the State’s interests of safety and security.

The court held that the prison denied the inmate access to his bi-aural headphones, and that discriminatory animus could be inferred, as required to establish a claim under Title II of the ADA. The inmate had arranged to have four items, including the headphones, shipped to the prison before the effective date of the rule limiting inmates’ possessions, and the prison issued a television and a calculator but not headphones. The court held that the State’s refusal to issue the hearing-impaired inmate bi-aural headphones so that he could watch television did not violate his First Amendment rights, where the inmate did not have a right to watch television, he was still able to receive information, ideas, and messages through books, magazines, and newspapers, and the inmate acknowledged in his complaint that he was able to hear his television without his hearing aids. (Arizona Department of Corrections) Bahl v. County of Ramsey, 597 F.Supp.2d 981 (D.Minn. 2009).

Two hearing-impaired arrestees, and their respective girlfriend and husband, brought an action against a county, its sheriff’s department, and a city, alleging

that they were arrested by city police officers without being provided an American Sign Language (ASL) interpreter, and detained at an adult detention center without access to an ASL interpreter or auxiliary aids that would have permitted them to communicate with others outside of the adult detention center. The arrestees asserted claims under the ADA, the RA, and the Minnesota Human Rights Act, and for negligence.

The district court dismissed the case in part. The court held that the girlfriend and husband had standing to sue the county, the sheriff’s department, and the city under State and Federal anti-discrimination laws, where they alleged that they experienced fear, anxiety, humiliation, and embarrassment because of the defendants’ failure to permit the arrestees to contact them. The court found that the girlfriend and husband stated a claim for discrimination under the ADA by alleging that the arrestees requested auxiliary aids to communicate with people outside of the adult detention center, and that the county’s failure to provide such aids precluded their communication with the arrestees. (Ramsey County Adult Detention Center, Minnesota) Arce v. O’Connell, 427 F.Supp.2d 435 (S.D.N.Y. 2006).

A purportedly hearing-impaired inmate brought a pro se suit against employees of a corrections department, alleging that they violated his rights under

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in the federal courts the ADA, as well as the 8th and 14th Amendments, by failing to provide reasonable accommodations for his hearing impairment and retaliating against him after he filed grievances regarding the lack of such accommodations. The defendants moved for summary judgment and the court dismissed the case.

The district court held that the inmate was not a member of the class protected by a consent decree addressing the treatment of deaf or hard-of-hearing inmates and thus, he lacked standing to move for contempt alleging violations of the decree.

The court found that to the extent the inmate suffered from a hearing loss, it was not such as would prevent him from participating fully in “activities, privileges, or programs” as required for him to come within the protections of the consent decree.

(New York State Department of Correctional Services) Degrafinreid v. Ricks, 417 F.Supp.2d 403 (S.D.N.Y. 2006).

A deaf inmate sued the superintendent of a State correctional facility and other officials, claiming violation of his constitutional and statutory rights when his hearing aid was confiscated during a search of his cell and then destroyed.

The district court held that the inmate stated a claim for monetary damages against the State under the ADA, through allegations that constituted a showing of deliberate indifference to the inmate’s medical condition in violation of the Eighth Amendment. The inmate claimed that officials destroyed his hearing aid during a search

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of his cell, knowing he was deaf, and delayed replacement for many weeks. According to the court, because the RA was enacted pursuant to the Spending Clause of Article I, Congress can require States to waive their sovereign immunity as a condition of accepting Federal funds. New York State’s continued acceptance of funding, under the RA, resulted in a waiver of sovereign immunity as to claims of the deaf prison inmate. (Upstate Correctional Facility, New York) Tucker v. Hardin County, 448 F.Supp.2d 901 (W.D.Tenn.

2006). Deaf detainees and their deaf mother sued a county and a city, alleging violations of the ADA. The district court granted summary judgment in favor of the defendants. The court held that a county court did not violate the ADA’s Title II, which prohibits discrimination in public services, by asking the deaf mother to serve as interpreter for her deaf sons at their plea hearing, despite her contention that the request deprived her of her right to participate as a spectator. The court noted that the mother expressed no reservations to the court about serving as an interpreter, that she could have refused the request, and, even if the court were somehow responsible for her service as an interpreter, its request was based on her skill in lip-reading and sign language, not on her disability. According to the court, assuming that overnight incarceration was covered by the ADA’s Title II which prohibits discrimination in public services, and assuming that placing a phone call was an “aid, benefit, or service” within

the meaning of an ADA regulation prohibiting public entities from providing a disabled person aid, benefit, or service that was not as effective as that provided to others, the county did not violate ADA in using relay operators and notes to allow the deaf detainees to communicate with their mother, rather than providing them with a TTY. The court noted that information was transmitted and received, which was the same benefit a non-disabled person would have received. While in custody, the two brothers communicated with officers through written notes. The jail was not equipped with a TTY. Instead, the officers acted as relay operators, using paper and pencil, as they spoke with an operator acting on their behalf to complete the call, which lasted 45 minutes. (Hardin County Jail, and the City of Savannah Police Department, Tennessee) Robertson v. Las Animas County Sheriff’s Dept., 500 F.3d 1185 (10th Cir. 2007). A deaf pretrial detainee brought suit under § 1983 and the ADA against deputies and a sheriff, claiming wrongful arrest and failure to accommodate his disability.

The district court dismissed all claims against the defendants on their motion for summary judgment and the detainee appealed. The appeals court reversed and remanded. The appeals court held that a fact issue as to whether the totally deaf detainee with a surgically implanted cochlear implant was substantially limited in his ability to hear, precluded summary judgment as to whether

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in the federal courts he was a qualified individual under ADA. The court also found that summary judgment was precluded by fact issues as to whether the jail knew, or should have been aware of, the deaf inmate’s limitations. The court found that the detainee was qualified to receive benefits and services of the county jail, within the meaning of ADA, with respect to phone services and televised closed-circuit viewing of his probable cause hearing, as such services were available to all inmates. (Las Animas County Jail, Colorado) Douglas v. Gusman, 567 F.Supp.2d 877 (E.D.La. 2008).

A deaf inmate brought a civil rights suit alleging violation of his equal protection rights, the ADA, and the Eighth Amendment as the result of his limited access to a TTY for phone calls, lack of access to closed captioning for television, and verbal abuse from officers.

The district court dismissed the action. The court held that the inmate’s civil rights claims arising from denial of full access to a TTY and denial of closed captioning on a television in a parish prison accrued each time he was denied access to a TTY or captioning or was threatened or assaulted for requesting access. The court found that the differential treatment permitting other inmates unlimited telephone access, while permitting the deaf inmate only limited access, did not violate the deaf inmate’s equal protection rights where the deaf inmate, who required the use of a TTY in a

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separate office, failed to show that limited access burdened a fundamental right. The court found legitimate security interests of the prison, where a deputy was required to escort the inmate outside his housing area each time the inmate used the phone, precluding the claim that he was denied equal protection based on the greater phone privileges afforded to hearing inmates who had access to phones in the housing tier.

The court held that failure to provide a TTY on the deaf inmate’s housing tier, while providing unlimited access to phones to other inmates, did not discriminate against the disabled inmate in violation of Title II of the ADA. According to the court, allowing the inmate twice daily use of a TTY on a prison facility phone outside the housing tier was meaningful access, and lack of a TTY in the housing tier affected disabled persons in general, precluding a finding of specific discrimination against the inmate in particular. The court held that alleged verbal abuse from correctional officers when the deaf inmate complained about the lack of a TTY was too trivial to rise to the level of a violation of the Eighth Amendment’s Cruel and Unusual Punishment Clause. (Orleans Parish Prison, Louisiana) Williams v. Hayman, 657 F.Supp.2d 488 (D.N.J. 2008). A State inmate brought an action for violation of the ADA, alleging denial of various social and educational programs and services at a prison because he was deaf, and naming as a defendant the Commissioner of the New Jersey Department

of Corrections (NJDOC), the Executive Director of the New Jersey Parole Board, the prison’s chief administrator, the prison’s assistant administrator, the prison’s parole administrator, a corrections officer, two social workers at prison, and the prison’s psychiatrist. The district court granted summary judgment for the defendants in part and denied in part.

The court held that summary judgment was precluded by a genuine issue of material fact as to whether the inmate’s deafness inhibited his capacity to express his grievances comprehensibly in writing in accordance with prison grievance program’s requirements.

The court also found a genuine issue of material fact as to the prison social worker’s ability to interpret effectively, accurately, and impartially, both receptively and expressively, using any necessary specialized vocabulary.

(South Woods State Prison, New Jersey) Paulone v. City of Frederick, 718 F.Supp.2d 626 (D.Md. 2010).

An arrestee, a deaf woman, brought an action against a State, a county board, and a sheriff alleging violations of the ADA, the RA, and related torts.

The State and sheriff moved to dismiss or, in the alternative, for summary judgment.

The district court granted the motions in part and denied in part. The court held that the arrestee failed to allege that any program or activity she was required to complete following her arrest for driving under the

influence (DUI) and during her subsequent probation, received Federal funds, as required to state RA claims against the State for discriminating against her and denying her benefits because of her deafness. The court found that the arrestee stated an ADA claim with her allegations that, after her arrest and during her detention, police officers denied her the use of a working machine that would have allowed her to make a telephone call, help in reading and understanding forms, and access to a SLI. (Frederick County Board of County Commissioners, Frederick County Adult Detention Center, Maryland)

access the jail’s services without assistance.

The court held that jail deputies were not deliberately indifferent to needs of a deaf detainee who committed suicide, and because there was no underlying Eighth Amendment violation, supervisor defendants were not liable in either their official or individual capacities for the detainee’s suicide, and the municipality was not liable for failure to adequately train

and supervise the deputies. The court noted that no evidence indicated that the detainee had been suicidal prior to his incarceration or at the time of his medical screening, but rather, evidence established that the detainee could communicate through writing and otherwise sufficiently to at least alert medical staff that he needed assistance. The court noted that medical staff made regular and frequent visits to the jail. But

Ulibarri v. City & County of Denver, 742 F.Supp.2d 1192 (D.Colo. 2010). Deaf detainees and the estate of one detainee who committed suicide, brought a civil rights action challenging their arrests and detentions by the members of city and county’s police and sheriff departments. The district court granted the defendants’ motions for summary judgment in part and denied in part. The court held that failure to provide a deaf detainee with a SLI during the intake process did not constitute disability discrimination.

The court found that jail deputies were not deliberately indifferent to a deaf detainee’s needs.

But the court held that summary judgment was precluded by genuine issues of material fact as to whether the deaf detainee had access to the jail’s services after he was booked and placed in his housing assignment to the same extent as inmates who could communicate verbally, and whether the detainee could

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in the federal courts the court also held that summary judgment was precluded by genuine issues of material fact existed as to whether the sheriff’s department breached a duty to the detainee to take reasonable care to prevent the detainee from committing suicide, and whether any such breach proximately caused the detainee’s suicide.

The court held that jail officials’ late night release of a deaf detainee and the potential harm from being unable to communicate or get herself home did not demonstrate the level of outrageousness required to establish a substantive due process violation under a State-created danger theory.

According to the court, the detainee failed to show that officers would have been aware of the risk that, instead of waiting in the facility for public transportation to begin, the detainee would leave and accept a ride from a stranger. The detainee was released at 2:00 a.m. and she was given bus tokens by a deputy sheriff. Her husband had called the facility to say that he was on his way to pick her up, but the message was not relayed to the detainee. There was a waiting area in the lobby of the facility but she did not notice it and attempted to get herself home on her own. (City and County of Denver Police and Sheriff Departments, Prearraignment Detention Facility, Denver County Jail, Colorado)

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Johnson v. Florida Dept. of Corrections, 826 F.Supp.2d 1319 (N.D.Fla. 2011). A hardof-hearing inmate at a State prison, who had allegedly been denied the benefit of television and radio services provided to other inmates, filed suit against the State department of corrections seeking accommodation in the form of volume-boosting listening devices, and alleging violations of the ADA, the RA, and the Equal Protection Clause of the 14th Amendment. The defendant moved to dismiss.

The district court denied the motion. The court held that even though the inmate was transferred to a different prison after filing grievances and prior to filing suit, he sufficiently exhausted his administrative remedies under PLRA, since officials had been alerted to his problem and had the opportunity to resolve it before being sued. The court noted that even though the prison to which the inmate had been transferred would require him to have different adaptive technology than the type which he had originally sought, his claim arose from the same continuing failure of the prison to provide him with access to television and radio audio. (Polk Correctional Inst., Florida) Armstrong v. Brown, 939 F.Supp.2d 1012 (N.D.Cal. 2013). Inmates brought a class action against the Governor of California, the State Department of Corrections and Rehabilitation and a number of related directors and executive officers, seeking to enforce prior orders requiring the defendants

to provide SLI, and to hold the defendants in contempt for violations. The district court granted the motion to enforce the prior orders. The court held that setting a policy which failed to provide SLIs for hearing-impaired inmates during rounds by psychiatric technicians warranted enforcement of the order against the defendants, and the defendants’ failure to provide SLIs for hearing-impaired inmates at classes attended by deaf inmates also warranted an enforcement order. But the court decided that civil contempt sanctions were not appropriate because officials were making substantial efforts to reach compliance with the orders by voluntarily increasing both contract and civil service positions for qualified SLIs. (Substance Abuse Treatment Facility, California Department of Rehabilitation and Corrections) Gilmore v. Hodges, 738 F.3d 266 (11th Cir. 2013). A pretrial detainee, proceeding pro se, brought a § 1983 action against prison officers, alleging violations of the 1st and 14th Amendments, as well as the ADA, in failing to provide batteries for his hearing aids.

The district court granted summary judgment for the officers.

The detainee appealed. The appealed court affirmed. The court found genuine issues of material fact as to whether the detainee’s severe hearing loss that could be corrected by hearing aids was an objectively serious medical need, and whether

prison officials’ response to the detainee’s need for batteries for his hearing aids was objectively insufficient. But the court held that the detainee’s right to a functioning hearing aid was not clearly established at the time, and therefore the officers were entitled to summary judgment.

(Wakulla County Jail, Florida) Pierce v. District of Columbia, 128 F.Supp.3d 250 (D.D.C. 2015). A deaf inmate who communicated with ASL, but who had been forced to communicate with staff and other inmates only through lip-reading and written notes due to the lack of an interpreter to assist him, filed suit against the District of Columbia alleging discrimination and retaliation in violation of the ADA and the RA. Both sides moved for summary judgment. The district court granted the inmate’s motion in part and denied the defendant’s motion.

The court held that: (1) the prison had affirmative duty to evaluate the newly incarcerated

deaf inmate’s accommodation requirements, and its failure to do so denied the inmate benefits under the RA and ADA; (2) the prison was deliberately indifferent to the deaf inmate’s need for accommodation, as would support an award of compensatory damages; and (3) summary judgment was precluded by a genuine issue of material fact as to whether the prison had placed the inmate in protective custody, and kept him there, because of the inmate’s constant requests for accommodation. The court noted that the inmate’s need for accommodation was obvious, in that the inmate did not speak and communicated only through ASL, and the prison was required to identify precise limitations resulting from the disability and potential reasonable accommodations by way of an interactive assessment of the inmate. According to the court, the inmate’s request for an ASL interpreter to assist him

during anger management and substance abuse classes was sufficient to put the prison on notice that deaf inmate might need a similar accommodation to communicate effectively in other prison situations, such as in inmate programs, hall meetings, the orientation process, protective custody proceedings, graphic arts class, and medical consultations. (Correctional Treatment Facility, District of Columbia) 

competent correctional workforce that enhances the safety and security within their facility—one of the primary charges of individuals employed to manage society’s unruly.

In turn, the benefit of a safe correctional environment, which is not always perceptible by non-correctional administrators, is the reduction in lawsuits associated with claims of deliberate indifference. A claim of deliberate indifference is considered by the judiciary when an issue concerns a State actor’s neglect

insofar as that harm deprives a person’s guaranteed constitutional rights, and is caused through omission (Justiss, 2009). Successful lawsuits supplementary to constitutional right violations increase costs of incarceration and upsurges the fiscal burden on all—correctional leaders, judiciary, and citizens alike. Accordingly, a leadership theory (such as the transformational theory) that inhibits such actions is especially advantageous.

Rod Miller and Donald J. Walter are editors of two legal publications. The Detention and Corrections Caselaw Quarterly presents summaries of recent jail and prison decisions and is published with assistance from the American Jail Association. Each year the Quarterlies add more than 300 new cases to the parent publication, the Detention and Corrections Caselaw Catalog, which summarizes over 9,500 court decisions. For more information about these publications, go to www. correction.org or e-mail rod@correction.org.

President’s Commentary continued from page

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To relate the benefits of transformational leadership to a correctional setting, one has to look no further than the autonomous nature of the work. Correctional employees are oftentimes assigned to posts within a correctional institution where there is little- to no-peer contact. A by-product of these types of assignments is the need to think for one’s self. Transformational leadership develops confident and independent-thinking correctional practitioners. For jails, this trickles down to form a

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Servant Leadership The benefits of situational and transformational theories notwithstanding, it is believed the servant leadership theory offers the most strategic mechanisms for considerable and maintainable change in a correctional environment.

“Putting others first is the sine qua non of servant leadership” (Northouse, 2013). Accordingly, servant leadership emphasizes the need for leaders to increase the services for those around them (Meier, 2016). This point is of particular note when one considers the vulnerability of inmates remanded to official care. A correctional leader who is successful in conveying to followers that detained individuals are worthy of empathy and tolerance offers foresight of an environment in which detained individuals are subsequently identified as individuals who happened to be detained. This slight adjustment in distinction of the inmate management model signifies the importance of the being who is under correctional care.

To achieve the reality of a more selfless and empathetic workforce, a correctional administrator must first model the way. To do this, the leader should consider what initially compelled them to enter public service. According to Horton and Hondeghem (2006), many in the academia realm have studied this exact question.

Although reasoning varied, Haldane (1923) summed it up

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this way, if the contemplation includes a sense of duty and responsibility to serve the common good or public interest, managing with a spirit of stewardship should prove seamless, as it pertains to implementation.

An even more pointed generalization could be, “as the leader places emphasis on serving his or her followers, that group, by default, will begin to emulate the behavior as they interact with the inmate populous.”

Conclusion Leading a correctional agency through organizational change is essentially about motiving individuals to do what needs to be done in a modified way.

To establish if the tenets of this theory is correct, the principles of the situational, transformational, and servant leadership theories were evaluated. It was adequately concluded that each of the theories presented elements that promoted change; however, it was also keenly established that the altruistic characteristics of the servant leadership theory offered a more compelling rationale behind the argument of sustainable change.  References Blanchard, K., Zigarmi, D., & Nelson, R. (1993). Situational leadership after 25 years: A retrospective. Journal of Leadership Studies, 1(1), 22–36.

Haldane, L. (1923). An organized civil service. Journal of Public Administration, 1(1), 6–16. Retrieved from http:// onlinelibrary.wiley.com/ doi/10.1111/j.1467-9299.1923. tb02131.x/pdf Horton, S., & Hondeghem, A. (2006, January 1). Public safety motivation and commitment.

Public Policy and Administration, 21(1), 1–12.

Justiss, G. (2009). Deliberate indifference Under 1983. The Review of Litigation, 28(4), 953–981.

Kendrick, J. (2011).

Transformational leadership: Changing individuals and social systems. Professional Safety, 56(11), 14.

Meier, D. (2016). Situational leadership theory as a foundation for a blended learning Framework.

Journal of Education and Practice, 7(10), 25–30.

Northouse, P. G. (2013). Leadership: Theory and practice (Sixth ed.).

Thousand Oaks, California: SAGE Publications, Inc. Rudnick, J. D. (2007).

Transformational leadership: Model encourages leaders to transcend personal ambition.

Health Progress, 88(3), 36–40.

Weick, K., & Quinn, R. (1999).

Organizational change and development. Annual Review of Psychology, 50, 361–386.

Retrieved from www.uzh. ch/iou/orga/ssl-dir/wiki/ uploads/Main/Weick_Quinn. pdf

Be safe and God bless.

JOHN W. JOHNSON, SR., MBA, CJM, CPM

President American Jail Association

chaplain’s corner

Blended Families: Not the Brady Bunch!

Special Note: It is with great joy that I embark on this wonderful journey to serve as Chaplain for the American Jail Association. However, I would be remiss, if I did not acknowledge my friend and predecessor Chaplain Carmen Warner-Robbins, for her countless years of loyal service of love and compassion for our AJA family. Chaplain Carmen Warner-Robbins has demonstrated to the AJA family that God’s love has no boundaries and that every man and woman is of great importance in the sight of God. It is with this vision that I hope to continue the legacy of encouraging the AJA family. Thank you again, Chaplain Carmen Warner-Robbins, for your eternal investment!

As a chaplain over the past 29 years, I’ve discovered that there are many and diverse challenges facing correctional professionals. Each day, as correctional professionals, we pray and prepare our hearts and minds as we walk through the doors of our facilities. We enter our facilities with the hope and ambition of transforming and impacting the lives of men and women from all ethnic and faith-based backgrounds.

And we perform this duty with prodigious unwavering sincerity and commitment, realizing that if it was not for the grace of God our lives would mirror the individuals we seek to assist.

“For it is by grace you have been saved, through faith—and this is not from yourselves, it is the gift of God—not by works, so that no one can boast.”

(Ephesians 2:8, 9) In 1966, Sherwood Schwartz learned that between 20–30% of all families had at least one child from a prior marriage, and decided to create and produce a show that addressed some of the complex issues involving blended families. He titled his show The Brady Bunch. I remem-

“Family is the most important thing in the world.”

—Princess Diana

ber as a kid watching this show and wondering what life would be like for me if I had an additional brothers and sisters with complex DNAs whom I could live with every day in Miami.

What a blast I would have with my new found siblings as we enjoyed the sights and sounds of South Beach! Little did I know as a child that what is portrayed on television is rarely true in real life.

“According to data from the National Center for Health Statistics, 6 in 10 (63%) women in remarriages are in blended families, and about half of these remarriages involve stepchildren who live with the remarried couple. Hispanic, black, and white children are equally likely to live in a blended family” (www.pewsocialtrends. org/2015/12/17/1-the-americanfamily-today/). If these statistics

hold true, we in the correctional community Rev. James K. Martin have either personally experienced or know someone facing this challenging family dynamic. Therefore, I decided to tackle this complex subject after having spoken to American Jail Association members at the recent AJA 36th Annual Conference & Jail Expo in Orlando, Florida. It is my goal to not only encourage us in faith, but also to equip us with tools to manage our blended families at home and still remain the consummate correctional professional at work.

We should not be surprised that in the scriptures there is an amazing story of a family faced with challenges similar to those in a blended family. Just as in our lives, the lives of people in the bible are as messy as our own—The Brady Bunch won’t be found in the Old Testament!

In the story of Abraham and his two sons, Ishmael and Isaac, we can find a few keys to help us navigate a path of faith and to sustain our blended families while we carry out God’s will in our facilities each day.

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chaplain’s corner

“Each day of our lives we make deposits in the memory banks of our children.”

—Charles R. Swindoll

Abraham’s Two Sons The Old Testament story of Abraham and his family is fascinating and intriguing. In the Judeo-Christian bible, it opens in Genesis 15 with God promising a son to the elderly Abram and Sarai (this is before they are renamed Abraham and Sarah by God). However, when this promise is not immediately fulfilled, Abram and Sarai take matters into their own hands.

As a result, Abram’s first son (Ishamael) is by Hagar, who is the servant of Sarai.

As the story unfolds in Genesis 16, the tension between Sarai and Hagar increases to the point that God must intervene.

The family then experiences a short-lived reconciliation and Hagar gives birth to Abraham’s son Ishmael. During this time, God reiterates His promise to Abraham: “And God said, Sarah your wife shall bear you a son indeed; and you shalt call his name Isaac: and I will establish my covenant with him for an everlasting covenant, and with his seed after him.” (Genesis 17:19)

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Abraham, being the father that he is, inquires about his older son Ishmael. Will he too be blessed of God? God reassures Abraham that Ishmael also has a promising future: “And as for Ishmael, I have blessed him, and will make him fruitful, and will multiply him exceedingly; twelve princes shall he beget, and I will make him a great nation.”

(Genesis 17:20) Thereafter, Sarai also conceives and gives birth to Isaac. The two sons of Abraham would separate as issues rise in this blended family: “And Sarah saw the son of Hagar the Egyptian, whom she had borne to Abraham, mocking. Therefore, she said to Abraham, ‘Cast out this bondwoman and her son; for the son of this bond-woman shall not be heir with my son, namely with Isaac.’

And the matter was displeasing in Abraham’s sight because of his son.” (Genesis 21:9–11) Despite the difficulties of this blended family, God’s grace and mercy still prevails: “But God said to Abraham, ‘Do not let it be displeasing in your sight because of the lad or because of your bondwoman. Whatever Sarah has said to you, listen to her voice, for in Isaac your seed shall be called. Yet, I will also make a nation of the son of the bondwoman, because he is your seed.’ ” (Genesis 21:12–13).

This brief narrative of Abraham’s family in Genesis provides several reminders that can help us as we balance the difficult challenges of managing a blended family with our responsibilities as correctional professionals:

1. Trust in God’s Plan for your blended family. Yes, there are hurdles to overcome in a blended family, but God’s plan will prevail if we trust Him enough to submit to His plan for our lives. Our life’s decisions and complications are not too much for God. His plans for our blended families are always noble. He has promised never to forsake us: “For I know the plans I have for you,” declares the LORD, “plans to prosper you and not to harm you, plans to give you hope and a future.” (Jeremiah 29:11) 2. Trust in God’s Purpose for your blended family.

There are times that we make decisions that may very well complicate our families. Despite our risky decisions, continue to seek God’s guidance in the process as He will guide you through. God’s purpose for our blended families is to bring honor to our heavenly father. We best accomplish this purpose through family unity. “Behold, how good and how pleasant it is; For brethren to dwell together in unity!”

(Psalm 133:1) 3. Trust God for the Provision for your blended family.

God has promised to meet the necessities of your family. He knows every financial, health and work-related challenges you may incur as you navigate the lives of

World Leader in your family. The all-seeing and knowing God will never leave or fail you. “Look at the birds of the air, that they do not sow, nor reap nor gather into barns, and yet your heavenly Father feeds them. Are you not worth much more than they? (Matthew 6:26) He awaits your call and beckoning to intervene on your behalf, as he did for Abram. It is critical for us to recognize that God has an awesome blueprint for our blended family and that our children are a heritage from the Lord. There are no challenges in which we face that God is not ready and willing to help us conquer.

For additional reading, I highly recommend these two websites: • Focus on the Family (www.focusonthefamily.com/lifechallenges/ relationship-challenges/blended-families/ blended-families) • The Parenting Place (www.theparentingplace.com/marriage-relationships/ keys-to-blended-family-success/) Both of these websites contain invaluable information as you become a blended family.

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Conclusion We can also find hope and inspiration in nature.

Your local coast redwood tree can grow to 300 feet or more, compared to the tallest pine tree at 268 feet or the tallest tanoak at 162 feet; yet its root system is only 6 to 12 feet deep. Isn’t it amazing how a tree of this massive size can grow so tall despite the minimum depth of its roots? The challenges facing correctional professionals and their blended families in today’s society can be tremendous; however, if we allow our family roots to grow in God’s hands, the depth of our root system will be sustained by our heavenly Father who is the foundation.

In His Love, CHAPLAIN JAMES K. MARTIN

AJA Chaplain

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