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9MENTAL HEALTH NEEDS

AND MENTAL HEALTH CAREIN JAILS: THE PAST,

PRESENT, AND HOPE FORTHE FUTURE

26CORRECTIONAL FACILITY

ARCHITECTURE:PAST, PRESENT,

AND FUTURE-PART I

9 MENTAL HEALTH NEEDS AJ\TDMENTAL HEALTH CARE IN JAILS:

THE PAST, PRESENT, At\TDHOPE FOR THE fuTUREMargaret Severson

19 NEW MENTAL HEALTH RESOURCES FOR JAILS AND THEIR COMMUNITIES FROM

THE NATIONAL GAINS CENTER: FREE At\TDDmVNLOADABLEAdam Kirkman

26 CORRECTIONAL FACILITY ARCHITECTURE: PAST, PRESENT, AND fuTURE-PART IHugh D. lester

33 FINDING SOME REAL "RELIEF" THROUGH STAFFING ANALYSISRod Miller and Mark J. Wulff

41 MANDATED SERVICES ANALYSIS-WHY WE Do WHAT WE DoJanet E. Fischer

56 THE BUSINESS SIDE OF HEALTH CARE IN THE CORRECTIONS INDUSTRYFrank G. Cousins, Jr.

65 ISSUES IN CORRECTIONAL HIV CARE: MYCOBACTERIUM AVIUM COMPLEX AND

THE IMMUNE RECONSTITUTION INFLAMMATORY SYNDROMEAbe Macher, Deborah Kibble, and Marmie Schuster-Walker

69 THE NEW GENERATION STAFF DEVELOPMENT TRAINING FOR JAILSJohn Shuford

73 THE GRAi\TD TOUR: VISITING THE COUNTY JAIL AS A COLLEGE EDUCATION

EXPERIENCEGregg W. Eller, Sr.

The security and safety of any correctional facil-ity are directly and inextricably linked to thehealth and maturity of its internal working cul-

ture. The culture of a facility describes how staffinteract with each other, with inmates, with out-side people, etc. The more mature the internalculture, the higher the morale, productivity, cre-ativity, teamwork [trust and cooperation], com-munication, and institutional control. Anorganization can be seen as a macrocosm of anindividual and, just as with individuals, organiza-tions grow and mature. An organization in whichemployees feel disconnected from each other isimmature, and often experiences poor/ineffec-tive communication, authoritarian supervision,staff conflict! competition, lack of cooperationbetween shifts and departments, racism, sexism,high levels of use of force, low morale, and highturnover [often attributed to the poor quality orrecruits]. A lot of energy is expended or wasted onpower and control over others, competition andnegative energy, leaving little energy for creative,productive problem solving and innovation.

The Training ModelMany jails are realizing the impact their work-

ing culture/environment has on security, costs,productivity, law suits, grievances, and employeesatisfaction. The old paramilitary culture does notwork as effectively today because of the political,social, and economic changes we have experi-enced over the past few decades. Even thoughmany jails are looking to improve their workingculture, it is not easy. The Community BuildingExperiential Staff Development Training Model isdesigned to help jails make those changes. It hastransformed departments from dysfunctional, con-flict-ridden agencies into effective, collaborative,and innovative organizations. It does so by transforming atti-tudes and relationships and providing appropriate skillswithwhich the desired changes themselves without coercion.

The Community Building Experiential Training Modelhas been effective with all types of groups in the UnitedStates and overseas. It works because it addresses our basicpsychological needs, which are the same for everybody,whether a correctional officer, lieutenant, social worker, orwarden. The more we feel connected to others and thegroup, the more our basic psychological needs are met.Mter our physical survival, the strongest need we have isfor connection or belonging. You might say this is the coreof our emotional survival. This is especially true in correc-tions where connection with other staff is so essential forsafety. Once we feel connected, we can then address ourhigher level needs of meaning, control, and fun. This is trueof all humans in all cultures. Our needs are the following:• Need to survive: food; safety, and shelter• Need for connection: fulfilled by loving, sharing, coop-

erating with others, and a sense of belonging

JOHN SHUFORD

• Need for meaning in life: fulfilled by achieving, accom-plishing and being recognized and respected

• Need for control and power over one's life: fulfilled byhaving and making choices

• Need for fun: fulfilled by laughing and playingIf participants in training feel trust and respect, they will

experience connection, i.e., feel a sense of community.They will then open up to new ideas, including new inter-personal and intrapersonal skills. Without this experienceof community, participants will hold on to their fears,resentments, and need for protection, thus, greatly limit-ing their trust, respect, and learning at all levels.

Cooperative or Competitive CommunityThe antithesis of a cooperative community is a compet-

itive community. If there is internal competition within atraining or organization, it tends to lead to dysfunctionand a lack of cooperation, collaboration, and creativity.Competition, by definition, means disconnection. In ourculture, competition worked more effectively while we

experienced connection in the rest of our lives.Today, withthe breakdown of the family unit, neighborhoods, com-munity schools, and other social institutions, the supportwe used to experience is no longer there. AB a result, wefeel more disconnected, and we may escape into drugs, TV,the computer, alcohol, sex, and crime [whether Enron orstreet crime].

When an organization, agency, or team experiencesdetrimental conflict and tension, it is because trust andcommunity have broken down, resulting in increased fearand internal competition. In order to reverse or repair thisdysfunction, a sense of community needs to be reestab-lished. This sense of community cannot be achieved bykeynote speakers, didactic training, or by administration"willing" to let it happen. It must be experienced by theemployees themselves. This is precisely what theCommunity Building Experiential Training Model isdesigned to provide. Likewise, attitudes, beliefs, and behav-iors are learned or developed through our experiences inlife,and generally not out of books or from lectures. Tolearn new, and hopefully healthier attitudes, beliefs, andbehaviors, we need to learn them experientially as well.This experiential aspect of training is an important part ofcommunity building.

In order for community to be established in training,following need to occur:• Participants need to feel validated and respected as peo-

ple and as professionals.• Participants need to learn from and about each other,

and as common ground between them develops, so willempathy [the capacity to understand and respond tothe unique experiences of another], which is a neces-sary attribute of community.

• Participants must experience common ground at a leveldeeper than superficial similarities, likes, and dislikes.

• Participants must feel the training experience is mean-ingful to them both personally and professionally.

• Participants need to feel a sense of control within thetraining.

• Participants need to have fun, which keeps the energyup and keeps them engaged as well as enhances learn-ing and memory.If community is effectively established, participants nat-

urally lower their defenses/barriers, increase their empa-thy for others, enhance their own and others' sense ofvalue and self-worth, and improve their attitudes andbehaviors. Most of the time this occurs effortlessly and nat-urally with almost no awareness it is occurring. The par-ticipants are often only aware that they are having fun, andfeeling better about themselves and the others in the train-ing with them. All types of learners [auditory, visual, andkinesthetic] respond well to this approach.

The Community Building Experiential training designhas been used with many topic ideas. It has been effectivelyused with Teambuilding, Conflict Resolution, AngerManagement, Stress Management, Effective SupervisorySkills, Bias Awareness, Workplace Mediation, Stereotyping,Forgiveness, Gender Awareness, and Manly Awareness. Ithas also been successfully used as a facilitation tool in the

resolution of a contract threatening conflict between aprison/jail system and its medical provider. The design isvery flexible and adaptable. It is totally different from tra-ditionallecture or even experiential 'training and it is easyto learn. Training academy staff, as well as regular line staff,can learn this staff development training model with a lit-tle coaching.

ResultsOne large county jail system [Philadelphia Prison

System] provided these types of training to over 70 percentof its staff and has now incorporated the "Teambuildingand Conflict Resolution" training into their preservicetraining of all new recruits. They found that the recruitsfunctioned better as a unit and learned more individuallywith the addition of this component. Independent·research found that in over 160 in-service trainings, 97 per-cent rated their training as either excellent or good. Thisis especially significant when you consider that 75 percentofthe participants didn't want to take the training becauseit was "Conflict Resolution" and they had been mandatedto attend. A follow-up study was done and found that over80 percent of the participants were continuing to use theskills learned more than six months later. The participantsenjoyed, appreciated, and valued the training, and theinternal culture of this multi-site jail system improved.Departments were proactively cooperating more, individ-uals were treating each other with more respect, supervi-sors were using more effective skills, and general negativityamong staffwas reduced. The supervisor of the intake unitreported that prior to the training, there had been threeor four "uses of force" per month and, four years after thetraining, there had been only three or four in the previoustwo years.

Organizations and agencies that are experiencing prob-lems, as well as those that are not, can benefit fromCommunity Building Experiential Training Programs.This design will not only help participants build on skillsthey already possess, but it will also help them tap intotheir own health and the health of the organization itself.The development of the organizations will mature moretoward connection and will move away from disconnec-tion. It is amazing what people can and will accomplishwhen given the opportunity. Community BuildingExperiential Training is not a panacea in and of itself. Itprovides a framework from which the organization cancontinue efforts to grow and mature in ways not felt real-istic or possible previously. In fact, when organizations areplanning on implementing quality improvement pro-grams, Community Building Experiential training can pro-vide an environment within which the new programs willbe more readily accepted and implemented. When youtransform the internal culture of an individual or organi-zation anything is possible. ~

John is the principal trainer in Staff Development "Transform-ational Programs" with Conflict Resolution Services, Inc., andis the Coordinator of the Alternatives to ViolenceProject (AVP)/Delaware.