CORRECTIONS
If it’s hell for inmates,
it might be hell for us
BRIAN
DAWE
“Staff was extremely overworked and that was
a major factor in degenerating relations between
them and inmates. Officers are working up to four
doubles in a row and are clearly exhausted. Tempers
are short, reaction time decreased and tempers are
quick to flare.
Complaints about no librarian and not enough
staff to keep it open. Staffing shortages leading to
problems with feeding the inmates in a timely man-
ner on the second shift resulting in multiple prob-
lems. Inmates requested a camera be installed to
assist officers in monitoring chow to avoid potential
problems.”
Are these reasonable complaints from staff that we hear at
most correctional facilities? No, these are minutes from the IN-
MATES COMPLAINTS ABOUT THE LACK OF STAFF (Inmate
Communications Committee Meeting, April 2, 2014, Concord
State Prison, New Hampshire).
Staffing is just one of the circumstances that impact everyone
in corrections. What reasons do the inmates give for wanting in-
creased staff? Programs, food distribution and safety. All stake-
holders agree that proper staffing has a direct impact on safety.
Whether you’re an officer, administrator, civilian staff, commu-
nity volunteer or inmate, we all seek the same conditions — a
safe and secure environment behind the walls.
Of course, we strongly adhere to the principle that a distance
must be maintained between the kept and the keepers. The cre-
do “firm, fair and consistent” means exactly that. As officers, we
don’t make friends behind the walls, but we know that neither
should we exacerbate an already dangerous, tense environ-
ment. Many of the issues that impact our safety are affected by
the living conditions in our prisons and jails. If it’s hell in there
for them, it might be hell in there for us.
“Officers are working up to four doubles in a row and are
clearly exhausted. Tempers are short, reaction time decreased
and tempers are quick to flare…Inmates requested a camera be
installed to assist officers in monitoring chow to avoid potential
problems.”
If segregation is stripped from our security protocol, will ei-
ther staff or inmates be safer behind those walls? If officers are
underpaid and our retention rates decrease — creating a corre-
sponding increase in “green” staff — is that good or bad for the
security of the institution and safety of the community? When
the inmates’ idle time increases because of a lack of program-
ming, work or school, is that a safety concern for staff? If meals
are of a poor quality and inadequately portioned, can that de-
velop into a security problem? If we are overworked and under-
staffed, does that impact the safety of both the facility and pub-
lic? If more than 60 percent of incoming inmates are estimated
to have mental health issues, should we consider reopening
secure mental health facilities to deal with that population? Is it
safer if we decrease overcrowded facilities by relegating nonvio-
lent offenders to separate facilities?
22
NEW JERSEY COPS
■ OCTOBER 2018
The answers to all these questions are pretty universal. The
point is that officers, staff, civilians, volunteers, management,
incarcerated families, the religious community, inmates and
taxpayers are all impacted by these issues. They are all stake-
holders in the policies adopted to address these matters. Safety
is the base of everyone’s concerns.
Are we “con-lovers” because we agree with the inmate coun-
cil in New Hampshire that they need more officers? Hardly —
we do need more officers! Are the convicts concerned about our
safety, and that’s why they want more of us around? No, they
want more of us around because they are concerned about
their safety. Is it coddling the inmates to support the provision
of edible meals with adult portions? No, if the food is inedible,
not properly prepared and short on portions, security quickly
becomes an issue. Historically, problems with food have been
a major impetus leading to violent prison uprisings. Poor food
quality and quantity puts the entire institution at risk. It also in-
creases the inmates’ use of the commissary, which can increase
the introduction of contraband.
In Washington D.C., FOP Chairman Jack Rosser fought Cor-
rections Corporation of America (CCA), the nation’s largest pri-
vate prison company, for almost two decades. Despite the back-
ing of the union, despite all the studies and research showing
the failed and dangerous policies of privatization, Jack could
barely make any inroads with the local politicians and decision
makers. That remained the case until he began to look outside
the walls and turned to the community. When Jack began going
to public meetings, sharing his knowledge and concerns with
others impacted by CCA, he started to gain traction. Families of
CCA staff and CCA staff themselves, inmates’ families, taxpay-
ers, citizens concerned with the community’s safety, religious
leaders and other “stakeholders” began to coalesce around the
issue. As a result of the combined efforts of these divergent
groups, CCA closed its doors in D.C. Now, the facility, staff and
inmates are all part of the publicly run-Washington D.C. DOC.
The entire community is safer as a result, and there is one less
private prison in the nation.
The One Voice Initiative Labor Table is comprised of correc-
tional officers from the U.S. and Canada. We are identifying
those issues with multiple stakeholders and designing strate-
gies to get our voices heard and issues addressed. No one is out
there speaking truth to power when it comes to corrections. In-
creased safety and awareness are our goals, and it’s time we take
the lead — with One Voice. d
Brian Dawe spent 16 years as a state correctional officer in Mas-
sachusetts, beginning on May 31, 1982. He is a co-founder of the
Massachusetts Correction Officers Federated Union, administra-
tor for the Corrections and Criminal Justice Coalition and the
executive director for Corrections USA and the American Cor-
rectional Officer. He is the originator and owner of the American
Correctional Officer Intelligence Network.