ISSUES AND PRACTICES.pdf - The Counseling Team International

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Table of ContentsForewordAcknowledgmentsExecutive SummaryWhy Establish--or Expand--a Stress Program for Correctional Officers?How Severe Is Correctional Officer Stress?Seven Programs Have Taken Steps to Address Officer Stress.Keys to Program Success.What Does a Stress Program Cost?Chapter 1: Why Establish--or Expand--a Stress Program for Correctional Officers?Key PointsAudiences, Purposes, and Content of Addressing Correctional Officer StressWhy a Stress Program Can Benefit Correctional AdministratorsFinancial savingsImproved officer work performanceIncreased institutional safetyImproved relations with the unionDemonstrated concern for employeesStress Programs Have Drawbacks - But They Are Relatively MinorChapter 2: The Extent and Sources of Correctional Officer StressKey PointsHow Bad Is Correctional Officer Stress?What Causes Stress for Correctional Officers?Organizational sources of stressWork-related sources of stressStress from outside the systemStress Can Create Several Significant Problems for OfficersChapter 3: Program Case StudiesKey PointsThe Rhode Island Department of Corrections Stress Unit
Program overviewCollaboration with the DOC's human resources officeTrainingThe Counseling Team, San Bernardino, CaliforniaContractual arrangementsProgram servicesThe Massachusetts Department of Correction Stress UnitProcedureReferralsThe Multnomah County (Oregon) Sheriff's Department Peer Support ProgramHistoryOrganizationThe substance abuse teamThe trauma and debriefing teamsThe referral processTexas' Post Trauma Staff Support ProgramProgram structureProcedureAn example of both teams in actionNew York State's Department of Correctional Services Post-Incident Stress Debriefing ProgramMohawk: A test of the systemThe aftermath: A formal programPost Trauma Resources, Columbia, South CarolinaServices to the South Carolina Department of CorrectionsTechnical assistance and training to other StatesChapter 4: Program Staffing, Training, and NetworkingKey PointsProfessional StaffRecruitment and screeningTraining and monitoring Peer SupportersRecruitment and screeningInitial training
Page 1 and 2: ISSUES AND PRACTICESAuthor: Peter F
Page 3: The various program options present
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 and 30: e. Kamerman, J., "Corrections Offic
Page 31 and 32: Family Service Society serves only
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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