This article offers examples of strategies that administrators and other decision-makers can implement to make lasting improvements on correctional and other public safety systems.
During a recent webinar where I was a guest panelist discussing the implementation of a comprehensive staff wellness program for a large state correctional system, a seemingly simple phrase emerged from my reflections: “All roads go back to staff wellness.” At the time, I did not fully appreciate its depth, but feedback from colleagues highlighted its profound implications. This phrase, though unadorned and lacking immediate impact, encapsulates a crucial insight into the operational success of correctional systems. Understanding its significance requires an exploration of the context in which it was spoken and the broader systemic changes it advocates.
In the webinar, my focus was on how staff wellness in corrections is often treated as an afterthought—an “elective” rather than a fundamental priority, perhaps following adverse events, litigation, or public embarrassment. Historically, staff wellness initiatives are considered only if there is surplus budget, in response to contract negotiations, or as a reaction to adverse incidents linked to staff functioning. This reactive approach highlights a critical oversight: the failure to prioritize staff wellness from the outset, despite its central role in the effective operation of correctional facilities.
As we navigate the complexities of 2024, it is startling that many agencies still fail to invest in staff wellness as a primary concern. This situation brings to mind the religious practice of tithing, where individuals dedicate the first 10% of their income to spiritual or communal purposes, under the belief that this is the right thing to do to those in need, and the expectation that generosity will lead to even greater blessings to the giver. Applying this analogy to staff wellness, one can envision a paradigm shift where agencies prioritize their resources towards the well-being of their employees in the same manner—something like 10% off the top, in some fashion.
Consider the transformative outcomes if correctional systems adopted this “tithing” approach to staff wellness. Imagine that upon approving the annual budget, the foremost priorities included a thorough evaluation of policies for their impact on staff wellness. What if the initial contracts focused on programs that enhance resilience and provide education about the impact of correctional work on staff and their families? What if peer support programs for staff were given the same importance as re-entry programs for the incarcerated? What if agencies devoted equal effort to dispelling myths about mental health and promoting Employee Assistance Programs (EAPs) as they did to creating agendas for reducing recidivism?
Such a shift represents a proactive, offense-oriented strategy rather than the reactive, defense-oriented approach often seen. Investing in staff wellness from the outset is not just a moral imperative but a financially sensible approach. Preventative measures tend to be more cost-effective than addressing issues after they arise. For instance, improving staff satisfaction and reducing burnout can lead to lower turnover, decreased absenteeism, and enhanced job performance, all contributing to more stable and efficient operations.
The implications of this perspective extend beyond operational metrics. Staff well-being directly affects the quality of interactions, communication, and decision-making within correctional facilities. The effectiveness of any policy or program that is designed to promote rehabilitation and a successful reentry is inherently linked to staff capability. Therefore, prioritizing staff wellness enhances the overall effectiveness of the correctional system’s mission.
When asked about data points for a staff wellness program, my standard response is, “What is the agency data telling you?” This question leads to a comprehensive examination of several key indicators:
- Staffing:Do individuals want to work here? Analyzing recruitment and retention rates provides insight into staff satisfaction and overall agency appeal.
- Reputation:Are leaders aware of their reputation and the reputation of their facilities? How administration is perceived impacts staff morale and trust in the organization, which in turn impacts recruitment and retention.
- Critical Incidents:How do potentially preventable use-of-force incidents occur? Evaluating the context, including short-staffing, overtime, and training gaps, helps identify and possibly remedy and prevent underlying issues affecting staff performance.
- Workplace Culture:Are there staff issues like harassment, bullying, grievances, or staff suicides that can rattle the culture? Assessing how these are addressed reveals the health of the workplace environment and the effectiveness of existing policies.
- Turnover:Is there a meaningful exit interview process that helps departing employees feel psychologically safe enough to provide the agency with candid data? Analyzing such feedback helps agencies address concerns and improve retention.
- Training:Are staff investments holistic, focusing on both skill-building and well-being? High-quality training should enhance both job proficiency and personal health.
- Policy:Are policies outdated or misaligned with staff wellness goals? Regular reviews ensure that policies support employee retention and well-being.
- Operations:Have minor changes been considered for significant impact? Small adjustments can often yield substantial improvements in staff morale and efficiency.
- Leadership:Is the importance of staff wellness communicated and modeled throughout the organization? Leadership plays a crucial role in setting the tone for wellness initiatives.
As my colleague Greg Morton aptly stated, “All roads means ALL roads.” This statement underscores the comprehensive nature of the approach needed. Prioritizing staff wellness is not merely about implementing isolated programs, but about integrating wellness considerations into every facet of agency operations. By doing so, correctional systems can enhance their effectiveness, foster a healthier work environment, and ultimately better serve both staff and the populations they manage. That is why Desert Waters has built SafetyNet Accreditation, the one-of-a-kind correctional staff wellness accreditation program. SafetyNet is designed to help agencies implement data-driven wellness programming, instead of engaging in piecemeal efforts or the “flavor of the month.”
If we know your road is going to end up at staff wellness, why not go ahead and program the GPS to go there first?
