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HomeMy WebLinkAbout05(K) - Resolution Approving Contract with Collaborative Safety to provide a 2-Day Executive Safety Institute for Prior Lake and Scott County area Law Enforcement ReportCollaborative Safety | 2024 White Paper The Impact of the Collaborative Safety Model in the Montana Department of Corrections EXECUTIVE SUMMARY...........................................1 INTRODUCTION.......................................................2 METHODOLOGY......................................................2 QUALITATIVE INSIGHTS.........................................2 QUANTITATIVE INSIGHTS......................................4 ANALYSIS..................................................................6 IMPLICATIONS.........................................................7 CONCLUSION ..........................................................9 ACKNOWLEDGEMENT.........................................10 Table of Contents 1 Executive Summary This white paper summarizes a preliminary in-depth evaluation of the Collaborative Safety (CS) model implemented in the Montana Department of Corrections (MT DOC). The CS model, focusing on safety science and staff empowerment, initiated a significant, positive cultural shift within the MT DOC. The key findings from qualitative and quantitative data from this comprehensive study include: Organizational Culture Shift: The adoption of the CS model has led to a transition from a blame-focused culture to one centered on systemic accountability and staff engagement. This shift was facilitated by the widespread adoption of CS-specific language and principles. 1. Staff Retention and Operational Efficiency: As well, quantitative data revealed a substantial decrease in staff turnover and operational costs, leading to increased stability and financial efficiency within MT DOC. 2. Improved Staff and Inmate Relations: The cultural transformation also positively impacted the way staff interacted with inmates, leading to a reduction in inmate grievances and disciplinary actions. 3. Financial Savings of Staff Retention: Significant cost savings were realized due to reduced staff turnover and related recruitment and training expenses. These cost savings are estimated at $1,815,000. 4. Applicability to Other Correctional Facilities: The success of the CS model in the MT DOC demonstrates its potential as a process model that can have similar transformations in other correctional environments, with implications for broader policy, practice and research in the field of corrections nationwide. 5. In conclusion, the CS model has proven to be an effective tool for fostering a more inclusive, understanding-based, and efficient organizational culture in the MT DOC. Its successful implementation at MT DOC suggests it can produce similar positive changes in other correctional facilities nationwide. 2 The Impact of the Collaborative Safety Model in the Montana Department of Corrections Introduction This white paper on the Collaborative Safety (CS) Model's implementation in the Montana Department of Corrections (MT DOC) provides an overview of the model's profound impact in this Department as a joint effort in conjunction with current leadership led activities. It explores the shift from a culture focused on individual blame to a more systemic, understanding-based approach. This has significantly impacted staff perceptions, language use, and interactions within MT DOC, both among colleagues and with inmates. Methodology The study employed an ethnographic approach for qualitative data collection, involving interviews with MT DOC's executive leadership and central office management. This aimed to collect data on staff perspectives on their power to initiate change and the role language plays in implementing the CS program successfully. Quantitatively, data was obtained from MT DOC's internal metrics, capturing workforce and inmate population dynamics over a year following the CS model's implementation. This comprehensive model integrated safety science knowledge, continuous leadership support, and advanced training into MT DOC's systemic management processes. Qualitative Insights Our qualitative analysis, based on interviews conducted, revealed insights into the impact the CS model has had within MT DOC. The focus was twofold: to understand staff’s perception of their power to initiate change and examining the role of language and talk in implementing the CS program. Staff Perception and Power to Initiate Change There was a striking confidence expressed by high-level members of MT DOC. During the CS model implementation, MT DOC staff expressed a strong belief in their ability to not only embrace the CS model but also to implement the emerging changes effectively. MT DOC staff interviewed were often those in decision-making positions, displaying a proactive stance towards change and an acknowledgment of their substantial role in executing these changes. 3 The Impact of the Collaborative Safety Model in the Montana Department of Corrections Enthusiasm for CS Model Implementation During the early stages of the CS model's introduction at MT DOC, buy in and enthusiasm was evident among the administrators. They gave the impression of being personally invested and capable of implementing the program's changes across various MT DOC divisions. This attitude was buoyed by an organizational atmosphere that strongly encouraged positive, measurable change. Further, DOC’s Director, Brian Gootkin, and Deputy Director, Cynthia Wolken came to MT DOC committed to moving the agency forward in positive directions. Cultural Shift and Acceptance of CS Language A key aspect of the CS program's impact (and a reason for its success at MT DOC) was the emergence and acceptance of CS-specific language among the administrators. This change in language use was directly associated with a broader cultural shift inaugurated by leadership within the organization. Administrators identified this acceptance of CS language as the single most important change, highlighting a transition from a blame-focused language to one that prioritizes systemic understanding and trust-building among employees. Staff Engagement and Systematic Change Administrators emphasized the critical role of staff at all levels in the systematic change process. The adoption of CS language and concepts resulted in all staff feeling more involved and having a significant voice in the change process. This shift was not just procedural but also marked an important cultural shift within the organization, moving away from individual blame to a more holistic understanding of incidents and processes. Extension of CS Principles Beyond Staff One marker of the CS model’s success is that the principles of the CS model extended beyond staff interactions to include inmate engagement. Administrators noted that staff trained in the CS program were applying these insights and vocabulary in their interactions with inmates, enhancing understanding and rehabilitation efforts. This extension of the CS program's scope was seen as an unexpected but valuable development and one, like the others above, which can be duplicated throughout the corrections community. 4 The Impact of the Collaborative Safety Model in the Montana Department of Corrections Challenges and Future Directions Despite these positive changes, challenges remain. The scattered nature of MT DOC units and divisions posed difficulties in uniformly implementing and orienting staff to the CS model. Additionally, there was some initial resistance among long-term staff to change efforts based on their historical experiences with change initiatives. This places importance on building trust and having staff encounter evidence of change in the workplace. The next step in this research involves setting up interviews with Correctional Officers and Sergeants at Montana's largest men’s prison. This would focus on how front-line staff understand and apply the CS program in their daily operations. Quantitative Insights This section of the white paper provides a comprehensive analysis of the quantitative data collected in 2022-2023 following the implementation of the CS model in MT DOC. The data also reflects a significant period of organizational transformation in 2022 and 2023. Data in this section was derived from publicly available data through MT DOC. Workforce Stability and Financial Implications Turnover Reductions: The agency-wide turnover rate saw a substantial decline of 34%, with an even more remarkable reduction of 45% in the turnover of Montana State Prison security staff. This turnover reduction translates into significant financial savings to MT DOC, estimated at $1,815,000. The figures here are based on MT DOC’s internal estimate that the average cost of recruiting, hiring, and training a new correctional officer is at least $33,000. Going forward, we expect the savings to grow and aid in the agency's budget optimization. Grievances and Appeals Reduction in Staff Grievances and Appeals: There was a 50% reduction in DOC staff grievances, accompanied by a 58% decrease in appeals. These figures suggest a marked improvement in staff satisfaction and possible improvement in internal dispute resolution mechanisms. 5 The Impact of the Collaborative Safety Model in the Montana Department of Corrections Workers' Compensation and Liability Workers' Compensation Insurance Claims: A notable 33% reduction in these claims was observed, reaching the lowest total liability in five years. This decrease not only reflects fewer workplace-related injuries or incidents but also indicates the implementation of enhanced safety and wellbeing measures for the staff. Call-Offs and Disciplinary Actions Average Monthly Correctional Officer (CO) Call Offs: There was a 32% reduction in call-offs among COs, suggesting improved job satisfaction and commitment among staff. Disciplinary Actions: All staff saw a 39% reduction in disciplinary actions, with security staff experiencing an even more significant decrease of 54%. This data points towards better staff compliance with policies and procedures and possibly reflects the positive impact of the CS model in promoting a more responsible, professional workplace environment. Inmate Relations Inmate Disciplinary Actions and Grievances: The implementation of the CS model also positively impacted inmate relations, evidenced by a 14% reduction in inmate disciplinary actions. Inmate grievances saw even more of a reduction, a 30% decrease at the Montana State Prison and a 32% decrease at the Montana Women’s Prison. These statistics indicate an improved staff/inmate relations within these prisons and suggest CS helped improve the way staff interact with inmates. Vacancy Rates Correctional Officer Vacancy Rates: A critical operational metric, the CO vacancy rate, showed an astounding 86% improvement, dropping from 40.2% in November 2022 to 5.5% in November 2023. This dramatic improvement points to the success of the CS model in making MT DOC a more attractive and stable workplace. 6 The Impact of the Collaborative Safety Model in the Montana Department of Corrections Analysis The initial research into the implementation of the CS model in MT DOC reveals profound, positive outcomes, underscored by the intricate interplay (and analysis of) qualitative and quantitative data. This analysis was able to track the multidimensional impacts the CS model had at MT DOC, demonstrating how innovation and management led cultural shifts resulted in tangible operational improvements. Culture Change and Workforce Retention A pivotal finding is the strong correlation between cultural change and improvements in workforce retention and reduced turnover. Quantitative data unequivocally shows a significant decrease in staff turnover rates, which can be attributed to a cultural shift away from a blame-centric approach more towards a system of accountability and support. This shift is evident in the qualitative data, where staff express a renewed sense of empowerment, involvement and faith in organizational processes. The move towards a more supportive and participative culture, where staff feel their voices are heard and valued, has clearly enhanced staff commitment to the organization, thereby reducing turnover and fostering a sense of dedication. Human Resources and Staff Improvement Processes Another critical outcome is the evolving role of human resources within MT DOC. The qualitative insights reveal a shift in the staff improvement process, with human resources no longer being the first point of call for staff complaints. Instead, supervisors and management are now proactively seeking out staff perspectives as a primary step towards enhancing their workplace performance. This approach, focused on understanding the second story or what led to staff actions, aligns with the notable decrease in disciplinary actions and staff appeals captured in the quantitative data. This indicates a more empathetic and understanding-based approach to staff management is becoming more prevalant at MT DOC, leading to fewer conflicts and disciplinary issues. 7 The Impact of the Collaborative Safety Model in the Montana Department of Corrections Impact on Inmate Relations The research further uncovers an emergent trend where the cultural changes within the staff body extend to influence inmate relations. Executive management observed and acknowledged this shift, as reflected in both the qualitative accounts and the quantitative data showing a reduction in inmate grievances. This outcome suggests that the principles of the CS model, initially focused on staff, are also permeating the total organization, positively affecting how staff interact with and treat inmates. This shift has led to a more humane and effective approach to inmate management, contributing to a more harmonious work environment within MT DOC. Implications The initial research into the impact of the CS model within MT DOC offers a promising approach with potentially far-reaching implications. This section delves into the broader consequences of the observed changes in organizational culture and their extended effects on staff retention, operational efficiency, and inmate relations. Transformation in Organizational Culture and Staff Retention A key implication of this research is the demonstration that a shift in organizational culture, specifically moving away from a blame-centric approach to one that involves and supports staff, can significantly enhance staff retention. This is particularly crucial in the corrections industry, where staffing challenges are prevalent and almost universal concerns. By fostering a work environment that values staff input, encourages their participation in organizational improvement, and provides the necessary support, DOC has shown that it is possible to substantially improve staff retention and job satisfaction. This approach not only addresses the immediate issue of staffing shortages but also contributes to building, going forward, a more stable and committed workforce. 8 The Impact of the Collaborative Safety Model in the Montana Department of Corrections Positive Effects on Inmate Relations Another significant implication is the measurable positive impact of changes in organizational culture on inmate populations. As MT DOC workforce undergoes a cultural shift, these changes ripple through to even inmate interactions, leading to more positive and constructive engagement. This finding is crucial as it suggests that improvements in staff culture and attitudes can directly enhance the quality of inmate treatment and rehabilitation. The use of language and communication strategies, informed by safety science principles, not only can improve internal staff processes but also effectively can translate into better management and interaction with inmates, again fostering a more rehabilitative, humane environment. Broadening the Scope of Safety Science The implementation of the CS model in MT DOC underscores the potential benefits of safety science methodologies. Traditionally, safety science has focused on improving systems and structures, particularly in accident analysis. However, safety science within the CS model extends to influence organizational language, leadership management, supervisory approaches, and staff performance evaluation processes. This suggests a paradigm shift regarding how safety science should be integrated into organizational culture, going beyond mere procedural changes to deeply influencing the very fabric of how an organization operates and interacts internally and with its constituents. 9 Conclusion These outcomes demonstrate the CS model's effectiveness as a transformative tool, not just within MT DOC but also potentially for other correctional facilities nationwide. The model shows promise for fostering more inclusive, understanding-based, and systemically aware cultures in other correctional organizations and systems across the nation. In short, the data and analysis here suggest that the CS model has the potential to widely and positively impact the field of corrections. Key Findings include: A notable reduction in staff turnover and operational costs, highlighting financial benefits and increased workplace stability. Enhanced staff and inmate relations, reflecting a shift towards a more effective, humane, and respectful correctional environment. The adoption of CS-specific language and a culture of accountability, empathy, and staff engagement, has contributed to a profound cultural transformation within MT DOC. The implementation of the CS model in MT DOC marks a significant milestone in organizational transformation. This white paper demonstrates how shifting the organizational culture towards safety science principles and staff empowerment can lead to substantial improvements in almost all aspects of correctional life. We extend our deepest gratitude to the leadership and staff of the Montana Department of Corrections for their unwavering commitment to positive change, support for one another, and improvement of their culture. The leadership's dedication to embracing and owning the necessary changes within the agency is truly commendable. Equally, the steadfast dedication and effort of all staff members towards transforming their culture is inspiring. This collective effort highlights a remarkable journey towards excellence and a brighter future for the Department and those it serves. Your dedication is the cornerstone of progress and an example for all. Acknowledgement 10 Collaborative Safety, LLC www.collaborative-safety.com Montana DOC Data Collaborative Safety, LLC www.collaborative-safety.com Data: FY21/22 to FY22/23 ●Turnover Agency Wide* -34% Reduction ●Turnover Montana State Prison Security Staff* -45% Reduction ●Using Agency wide data above, this is a savings to MT DOC of $1,720,730.00 -Report by the Vera Institute of Justice: Average cost of recruiting, hiring, and training a new correctional officer is approximately $31,286 per officer *Data: Most recent 6 months (10/22-04/23) of data compared to previous 6 months (04/22-09/22) Collaborative Safety, LLC www.collaborative-safety.com Data: FY21/22 to FY22/23 ●DOC Staff Grievances -50% Reduction ●DOC Appeals -58% Reduction Collaborative Safety, LLC www.collaborative-safety.com Data: FY21/22 to FY22/23 ●Average monthly CO Call Offs: -32% Reduction ●Disciplinary Actions All Staff* -39% reduction ●Disciplinary Actions Security Staff* -54% reduction *Data: Most recent 6 months (10/22-04/23) of data compared to previous 6 months (04/22-09/22) Collaborative Safety, LLC www.collaborative-safety.com Data: FY21/22 to FY22/23 ●Inmate Disciplinary Actions -14% Reduction ●Inmate Grievances -30% Reduction ●PREA Investigations -36% Reduction Collaborative Safety, LLC www.collaborative-safety.com Additional Data 2022 -2023 ●November 2022 Correctional Officer (CO) Vacancy -40.2% ●November 2023 Correctional Officer (CO) Vacancy -5.5% ●Represents an 86% improvement Collaborative Safety, LLC www.collaborative-safety.com Most Recent Data 2024 ●Worker Compensation Claims -From FY21/22 to FY23/24: 82% Reduction Lowest since keeping records ●March 2023: Long Term Vacancies: 104 ●March 2024: Long Term Vacancies: 38 -64% improvement 1 Prior Lake - Scott County Scope of Work Proposal 11 06 24 Contractor Information: Collaborative Safety, LLC 8161 Hwy 100 #206 Nashville, TN 37221 916-548-5041 sm@collaborative-safety.com Proposal Timeline: TBD Collaborative Safety, LLC proposes the following additional scope of service proposal. The proposal is designed for Prior Lake / Scott County to introduce the Collaborative Safety model which supports a culture of safety through integration of safety science and development or transformation of review systems including systemic critical incident reviews using contemporary safety science using a nationally recognized model. The Collaborative Safety model is founded in safety science, behavior analysis, forensic interviewing and is encased in a trauma informed lens. All trainings, institutes and labs are designed to enhance organizational function with respect to a safe culture, staff resiliency, equity, and improved outcomes for staff and clients served. 2 Proposal DELIVERABLES COST TOTAL Executive Safety Institute 2 day - Onsite $24,000 x 1 $24,000.00 TOTAL NTE $24,000.00 Detailed Description of Work Executive Safety Institute The Executive Safety Institute is designed to provide agency leadership with an executive level understanding of safety science. The Executive Safety Institute engages leadership on how to support safety advancement and system change as well as how to ethically respond to failure in a way that promotes organizational learning and improvement. Additionally, the training provides senior leadership with practical methods to address the media, public and other key stakeholders during high profile cases. It is critical for senior leadership to demonstrate their commitment to driving transformation. Training for all senior leaders delivers the greatest impact in terms of developing an agency culture that embraces accountability, while also ensuring that all stakeholders are aligned on both strategy and execution of agency priorities. The Executive Safety Institute is a two-day Institute. The Institute is delivered live onsite. The Institute is comprised of three courses: • Human Factors and System Safety • Supporting Culture Transformation • Language and Practical Applications Course I: Human Factors and System Safety This course lays the groundwork for the participants’ knowledge about safety. The course provides a framework of system safety and is designed to engage participants with a comprehensive and holistic introduction to Human Factors and System Safety from an executive perspective. It also provides current models of accountability and ethics. Concepts and learning objectives are presented in a way that enables participants to make information meaningful. Throughout the session, information is strategically and thoughtfully connected to scope of position and political influence. 3 Course II: Supporting Culture Transformation This course lays the foundation for the importance of leadership in supporting the advancement of safety within an agency. It also focuses on the role of leadership to successfully advance their agency into the 21st century of safety and system improvement. The course additionally highlights the importance of sharing advancements within their respective agency. Course III: Language and Practical Application This course provides executives with the ability to integrate safety science into everyday leadership. It will focus on the use of language to support staff performance, promoting teamwork, and the identification of additional strategies and supports that are useful for everyday leadership, management, and supervision.