Sharon P. Scott, MPA
Hampton Roads Regional Jail (HRRJ), like most corrections institutions, is fraught with issues that are likely uncommon in the average workplace. Most employees worldwide go to work, have a sense of what an average day entails, and have some idea of what time the workday will end. Unfortunately, such is not the case at HRRJ or most entities whose, identical or similar, mission is to provide oversight of inmates and ensure public safety.
Staffing
Ranking leaders have a different perspective regarding hot topics in the jail that currently plague the agency and/or are most discussed. Captain W. Bhagirath, a 25-plus year Jail Officer, believes the most discussed topic is staffing, not just for HRRJ, but for most jails and prisons. “Correctional officers or jailors are the most important elements that contribute to safety and organization in a Jail. Without them, you have zero security, very little or no safety.” In discussions regarding safety, he posed the question: “Have you ever been locked in a pod or cell block alone with over 100 men who can’t stand you because you chose a different path, some of whom are among the most vile and dangerous people who walk in your community? Bhagirath continued, “Now think about there being only a few officers on duty, most of whom have never drank from a water hose, neither do they have enough life experiences to deal with inmates. Adequate manpower is vital to HRRJ. When you have staff, you will have security; When you have experience, you have strength with the right leaders”.
Transportation Jail Officer Howell agrees with Bhagirath. Staffing issues create a challenge transporting female inmates to doctor appointments because they must be monitored during the entire visit. Others say being short staffed creates challenges in filling overtime slots, especially when officers are not volunteering to work extra hours.
Pay
The most discussed topic among line staff in the Support Services Division is pay. Attempts by previous administrators to combat this issue, with the challenges faced trying to level the playing field, have been helpful but have not resolved the issue. Captain Mack says, “It’s unfortunate that the reward is pay that is less than what they [officers] deserve for all the hard work they do.”
Most management level ranking officers agree that the current administration has done the best job so far, attempting to level the playing field. Their efforts have not gone unnoticed. Supervisors believe the parity in pay will make HRRJ jobs more attractive to potential candidates when they are making decisions on where they want to serve their community.
Captain K. Mack says, “Right now, our most valuable resource is staff. We cannot attract or retain staffing if we can’t compete. It’s just that plain and simple. We can mitigate a multitude of issues by simply beefing up our staff. Our facility could return to prominence and operate at the level I have witnessed over my tenured years of service.”
…when staff members feel valued, they are more likely to remain with the organization that is taking care of them… a well-structured retention plan should be implemented that focuses on applauding the efforts of all employees, especially the sworn staff.
Engaged leaders agree that “better pay equals more staff; more staff equals a higher functioning and safer work environment”. When hiring additional officers, they will have to be trained, developed and then properly managed. Most of leadership acknowledges that throwing money at a problem, in the form of higher pay, does not solve all staffing issues. Top brass believes the next best investment, other than monetary, should be an investment into developing current and future leaders. At HRRJ, the process has already begun. “With the implementation of a new professional skills leadership training program, [which began] in October, the executive leadership team has essentially put a deposit on the future of HRRJ,” Mack said.
Staff Appreciation
Officers agree that a plethora of topics should be discussed relative to the jail industry. However, one current hot topic of discussion in the Records Department pertains to staff appreciation. Lt. Herelle believes showing appreciation for the team’s efforts will determine the agency’s ability to retain individuals; and “as we all know, retention is crucial to the success of any agency”. Some supervisors believe when staff members feel valued, they are more likely to remain with the organization that is taking care of them.
Herelle says, “It seems as though we have used bonuses as a way of thanking employees for hard work; however, after a while, that bonus is gone and everyone asks, “what have they done for us lately?”. She believes a well-structured retention plan should be implemented that focuses on applauding the efforts of all employees, especially the sworn staff. HRRJ has, in the past, hosted cookouts onsite. However, Herelle says, sworn officers were often unable to attend, due to obligations. Therefore, civilian staff and contractors benefited more from those particular perks. She believes benefits should be targeted and accessible, first and foremost, to sworn officers. In an effort to be a part of the solution, Herelle periodically purchases lunch for her department so they can eat together and fellowship. She said, “This makes them feel appreciated and also gives them time to speak with me and talk about any issues and concerns. It impacts my staff and productivity,” she added. “I have come to realize, if I take care of them, productivity goes up ten-fold.”
Mental Health
Captain K. Finley says mental health of officers is a topic that needs to be addressed. “We have to minimize mandatory overtime because people are overworked and overwhelmed.” Her suggestion, and attempt at getting relief for officers, was to consolidate pods by combining two maximum security pods into one. “It makes productivity better and Officers are not as fatigued by the end of the shift.”
Insufficient staffing not only affects the officers mental health, but it is also a morale killer, says Sgt. Dickerson. “When hiccups come, such as one-on-one hospital or suicide watches, it’s a dagger and not good for us. Staffing contributes to morale, and we need help. Many officers spend more time at work than at home. It’s a double-edged sword: We must ensure full custody care and control of inmates, but we also have to care about our people.”
Unfortunately, Dickerson said, “some overworked officers have resigned because of staffing shortages. “We must find a way to balance our mission with staff’s needs. Fatigue mentally affects Officers, when they cannot get time off to unwind. If we can increase staff, improve communication and provide more training, we stand a better chance of retaining officers.”
Retention
Recruiter E. Mejia summed it up best: staffing and retention is what makes or breaks the organization. Once Officers are hired, it takes targeted professional training to help them succeed. Some come mentally equipped to work in the jail, and can easily transition and thrive in the environment. For others, it is love for the profession that sustains them.
The Training Department has instituted a two-week, more intense on-the-job experience with Field Training Officers, prior to team assignments. This technique provides consistency and team experience. “Since most trainees have never worked in this industry, we cannot expect them to know the job,” Mejia said. She believes the success of HRRJ lies in beefing up trainers, so officers can learn proper skills and techniques.
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Sharon P. Scott, MPA is Public Information Officer for Hampton Roads Regional Jail in Portsmouth VA. She is a retired elected official, former journalist and was previously Managing Editor of The Voice newspapers. During her 14 plus years on the Hampton Roads Regional Jail Authority, she chaired the Board. She has a Bachelor’s Degree in English and a Master’s Degree in Public Administration.