MUTUAL AGREEMENT PROGRAM - A STUDY OF SYSTEM INTERVENTION IN THE WISCONSIN DIVISION OF CORRECTIONS - A PROCESS REPORT

• NCJ Number: 67951
• Author(s): H LOSCHNIGG-FOX; S D KRAMER; M C DAVIS
• Date Published: 1979
• Length: 245 pages
• Grant Number(s): 76-03-12-S-2696-6
• Sponsoring Agency: US Dept of Justice
• Corporate Author: Wisconsin Dept of Health and Social Services
• Sale Source: National Institute of Justice/
• Language: English
• Country: United States of America

Annotation

THIS REPORT EVALUATES A WISCONSIN PROGRAM WHICH ATTEMPTED TO COORDINATE THE DELIVERY OF THREE SYSTEMS: OFFENDER TRAINING PROGRAMS IN CORRECTIONS, THEIR LINK WITH MANPOWER EMPLOYMENT SERVICES, AND PAROLE DECISIONMAKING.

Abstract

THE DEPARTMENT OF LABOR, CORRECTIONS ADMINISTRATORS, AND PAROLING AUTHORITIES INTRODUCED THE MUTUAL AGREEMENT PROGRAM (MAP) IN 1974 TO IMPROVE PLANNING FOR OFFENDER EMPLOYABILITY THROUGH TIMING THE RELEASE DATE TO COINCIDE WITH TRAINING COMPLETION. MAP SIGNALED A SHIFT FROM BOTH PUNITIVE AND REHABILITATIVE MODELS TO RESOURCE PROVISION AND NEGOTIATED EXCHANGE OF INTERESTS. OFFENDERS CONTRACTED TO COMPLETE SELF-SELECTED EDUCATIONAL EMPLOYMENT-RELATED PROGRAMS DELIVERED BY CORRECTIONS IN EXCHANGE FOR A SPECIFIED RELEASE DATE. MAP HAS DELIVERED TO CORRECTIONS RESIDENTS THE CERTAIN RELEASE DATE AND THE PROMISED SERVICES, WHILE OFFENDERS RELEASED THROUGH MAP GAIN AN OVERALL 6.5 PERCENT REDUCTION IN LENGTH OF STAY, A SENSE OF HAVING FINISHED SOMETHING OF ACCOMPLISHMENT, AND A CHANCE TO PLAN AHEAD. A FOLLOWUP STUDY SHOWED SLIGHTLY LESS RECIDIVISM AND COST EFFECTIVENESS WAS DEMONSTRATED. MAP HAS IMPROVED PROGRAM INTEGRATION AND INSTITUTIONAL ACCOUNTABILITY TO ITS CLIENTS. WITH CORRECTIONS' POLICY CHANGE TO ACCOMMODATE MAP, CLOSE COMMUNICATION AND SHARED DECISIONMAKING AMONG MIDDLE LEVELS OF STAFF AND AMONG INSTITUTIONS WAS FACILITATED, AS WAS ESTABLISHMENT OF DUE PROCESS STANDARDS. A DIFFERENT PERCEPTION OF THE OFFENDER'S ROLE DURING INCARCERATION HAS EMERGED: THE OFFENDER'S CAPACITY AND RIGHT TO MAKE CHOICES AND BE INVOLVED IN PROGRAM DECISIONS ARE NOW RECOGNIZED. MAP'S FAILURES INCLUDE MANPOWER COORDINATION DIFFICULTIES, DETERIORATION OF THE NEGOTIATION PROCESS THROUGH PAROLE BOARD DOMINANCE, INADEQUATE NUMBER AND QUALITY EDUCATION PROGRAMS TO MEET REQUESTS. THE PAROLE BOARD'S STANCE AGAINST SUBSTANTIALLY EARLIER RELEASE, AND DOMINATION OF THE DISCIPLINE CRITERION RATHER THAN PROGRAM COMPLETION IN EVALUATING CONTRACT SUCCESS WERE ADDITIONAL PROBLEMS. THESE FAILURES OF MAP REVEALED A FUNDAMENTAL MALAISE OF CORRECTIONS NATIONALLY: LACK OF ADEQUATE THEORY AND A CONCEPTUALLY INTEGRATED POLICY TO GUIDE PLANNING AND DECISIONMAKING AT ALL LEVELS. IN AN ECONOMIC AND POLITICAL CLIMATE OF INCREASED CONSERVATISM, THE IDEA OF BARGAINING WITH INMATES WAS NOT TAKEN SERIOUSLY. TABLES, FOOTNOTES, AND APPROXIMATELY 140 REFERENCES ARE INCLUDED. (AUTHOR ABSTRACT MODIFIED)