NCJ Number
80472
Journal
Juvenile and Family Court Journal Volume: 32 Issue: 4 Dated: (November 1981) Pages: 33-43
Date Published
1981
Length
11 pages
Annotation
This article discusses problems faced by detention administrators in providing training for staff and then outlines a team approach to staff development which was implemented successfully in a 42-bed detention facility.
Abstract
Because child care staff in detention facilities are usually young and inexperienced and turnover is high, administrators need efficient and effective systems of staff development. Some agencies have used training seminars held at central locations, but many participants who work in juvenile detention have claimed that these sessions were not relevant to their daily job responsibilities. Another approach focuses on process issues to permit detention administrators to structure the environment in such a way that the child care staff learn how to become more effective workers. In this context, the organization development system presents an administrative alternative for increasing the effectiveness of staff development by integrating the needs, goals, and objectives of an agency with those of its employees. A team approach is the most practical method of implementing the problemsolving components of the organization development system and is a familiar practice in social work and corrections. Team building incorporates many variables, but the proper selection and training of a leader is a critical element. Administrative support is also necessary. Supervisors would do well to build teams from existing divisions among staff and residents. Leaders are often counselors, program coordinators, probation officers, or shift supervisors. At weekly meetings, child care workers are taught specific problemsolving approaches and practice techniques in role playing situations. In addition to training, behavior goals are set for each resident on the team caseload and problems are discussed. The team approach was implemented at a 42-bed detention facility after a needs assessment revealed morale problems. Prior to introduction of the teams, the Rousch-Brodsky Staff Development Checklist was administered to the staff to determine their attitudes towards jobs, supervision, and training. After 12 months of team activity, responses to the checklist showed a significant increase in agreement, particularly with statements referring to skill development, supervision, and on-the-job training. This improvement was underscored by the fact that the team approach concentrated on administrative strategy rather than specific problems encountered by the staff. The checklist, tables, and approximately 30 references are included.