ISSUES AND PRACTICES.pdf - The Counseling Team International

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Chapter 6 explores methods of gaining officers' trust in the program, providing servicesafter critical incidents, and addressing organizational sources of stress. Monitoring, evaluation, and funding issues are covered in chapter 7.Exhibit 3-1 identifies the principal features of each of the seven programs. As shown, theprograms' most distinguishing features are whether they--Are independent organizations (with which the department of corrections or sheriff'sdepartment contracts), in-house programs, or a combination of the two (see "Selecting aSuitable Organizational Structure Is Important").Offer professional counseling, peer support, or both.Address chronic stress, stress resulting from critical incidents, or both.Conduct academy or inservice training.Offer services to family members.Exhibit 3-1. Selected Features of Seven Stress ProgramSome of the seven programs have significant similarities, while others are very different. RhodeIsland's Family Service Society and San Bernardino's The Counseling Team are both privateagencies that provide a full range of stress-related services--individual counseling, criticalincident debriefing, peer training and supervision, and inservice prevention training--undercontract to correctional agencies. However:
Family Service Society serves only one correctional agency-the Rhode Island Departmentof Corrections-while The Counseling Team serves three sheriff's departments in additionto the California Department of Corrections.The Rhode Island Department of Corrections not only contracts with Family ServiceSociety for professional services but also has an in-house peer support unit supervised bya correctional officer. As a result, the Rhode Island program represents a hybrid approachto structuring stress services.The Massachusetts Department of Correction Stress Unit and the Multnomah County (Oregon)Peer Support Program both have a cadre of trained in-house peers who support officersexperiencing chronic stress or stress after a critical incident. Both programs refer officers toprofessional counselors outside the agency. However:Peer supporters in Multnomah County's program offer critical incident debriefings, whilethe Massachusetts program was only just beginning in 1999 to train its peers for thispurpose.While the Multnomah County program's trained peers are regular correctional officerswho are released from duty to provide support to other officers as needed, theMassachusetts program's five peer supporters are officers who have agreed to bereassigned to spend full-time providing peer support services.The Texas Institutional Division's Post Trauma Staff Support Program and the New York StateDepartment of Correctional Services Post-Incident Stress Debriefing (PISD) Program are bothin-house programs that assemble and send trained officers, along with a clinician, to go on site toprovide debriefings after critical incidents. While available to address individual officers'problems with chronic stress, the two programs are used primarily after critical incidents. Afterdebriefings, both programs refer officers in need of professional counseling to their respectiveemployee assistance programs (EAP).South Carolina's Post Trauma Resources (PTR), a private, for-profit organization, plays tworoles. On the one hand, PTR provides critical incident debriefing and individual counselingservices to South Carolina Department of Corrections employees. On the other hand, PTR helpsdepartments of corrections in other States to plan and set up their own stress programs, and ittrains their staff to provide critical incident debriefings and peer support.As exhibit 3-1 illustrates--and the case studies that follow explain in detail- -there is considerablevariation in the structure, operations, and services of the seven programs. Differences among theprograms beyond the major contrasts identified earlier include the following:Having one office versus a main office and satellite offices.Providing compensatory time for officers to attend training as peer supporters.Referring troubled officers to an EAP or to independent psychologists.Paying for a limited number of free visits to independent psychologists.Making debriefings for affected staff mandatory or optional.Training unlicensed correctional staff to lead or co-lead debriefings.
Page 1 and 2: ISSUES AND PRACTICESAuthor: Peter F
Page 3 and 4: The various program options present
Page 5 and 6: Program overviewCollaboration with
Page 7 and 8: An unproven interventionPotential b
Page 9 and 10: Executive SummaryAddressing Correct
Page 11 and 12: One officer said, "The public hasn'
Page 13 and 14: Correctional officer union official
Page 15 and 16: Doing the job carefully in records
Page 17 and 18: 2. "Commissioner Locks Down Prison
Page 19 and 20: Chapter 2The Extent and Sources of
Page 21 and 22: In many prisons and jails, there ar
Page 23 and 24: promising not to create trouble or
Page 25 and 26: 6. Martinez, A.R., "Corrections Off
Page 27 and 28: How to Cope with Job Burnout, New Y
Page 29: e. Kamerman, J., "Corrections Offic
Page 33 and 34: Society also provides inservice tra
Page 35 and 36: Family Service Society refers emplo
Page 37 and 38: Staff more likely to be viewed by o
Page 39 and 40: Unit team responsibilitiesTypically
Page 41 and 42: officers were involved. We took tur
Page 43 and 44: In 1998, the New York State Departm
Page 45 and 46: An officer and a lieutenant, both o
Page 47 and 48: Bruce W. BakerAssistant Commissione
Page 49 and 50: Technical assistance and training t
Page 51 and 52: Chapter 4Program Staffing, Training
Page 53 and 54: Most new clinicians fill in their g
Page 55 and 56: wanted the best. In addition, the p
Page 57 and 58: Each New York State Department of C
Page 59 and 60: DOCs and sheriff's departments can
Page 61 and 62: Counseling Team] that it's OK to sa
Page 63 and 64: Outreach to line officers is essent
Page 65 and 66: The program permits team members to
Page 67 and 68: Exhibit 5-1 Union MemorandumAccordi
Page 69 and 70: The Counseling Team and Rhode Islan
Page 71 and 72: grant ended in December 1998, Sheri
Page 73 and 74: Snacks, lunch, and child care were
Page 75 and 76: As with wardens, seeing is believin
Page 77 and 78: 1. For further information about th
Page 79 and 80: department. However, the rules of c
Page 81 and 82:
John Near, the South Carolina DOC's
Page 83 and 84:
While there is no evidence that deb
Page 85 and 86:
Organizational changes departments
Page 87 and 88:
* Appelbaum, P.S., and T.G. Gutheil
Page 89 and 90:
Telephone hotline, providing 24-hou
Page 91 and 92:
Chapter 7Evaluation, Funding, and T
Page 93 and 94:
the regional teams and facility adm
Page 95 and 96:
A psychologist hired under the gran
Page 97 and 98:
Assuming four of the five unit memb
Page 99 and 100:
consultation.
Page 101 and 102:
the survey that will follow." The r
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