Issues:

• How to administer
• Carrying out of death penalties
• Overcrowding

JAILS-differences in staff, inmates and facilities compared to prisons
 

WARDEN-Superintendent:    
Critical to conditions and general climate of prison

Management styles of past wardens-
triggered growth of unionization among employees

Power conflicts between employees and Management

Changes affecting management-
use of women administrators and staff members

Questions about the use of females in all male institutions

1. Suitability for work in corrections
2. Disruptive influence on inmates
3. Inmate privacy

DIFFICULT TO RELATE VARIOUS FACTORS TO QUALITATIVE
PRISON ENVIRONMENT

What makes a difference?  

• Authoritarian management style?
• Participative/loose management style?
• mixture of two styles above?

THREE YEAR STUDY OF PRISON MANAGEMENT-
Texas, Michigan, California -looked at:

• Levels of disorder
• amenity
• service

No variations of above with:

• better class inmates
• higher spending/resources
• less crowding
• better inmate/staff ratios
• more officer training
• modern facilities
• more routine use of repressive measures

ONLY DECIDING FACTOR: 
"Quality of Prison Management "

Prison Management Matters

Important:

• Stability of management team
• Similar attitudes
• Paramilitary structure
• Security is priority
• Bureaucratic
  
  Result:  Better order, amenity and service
  In spite of:  overcrowding, fewer resources, higher staff/inmate ratios

MAJOR RIOTS:  result of breakdown in security procedures
(numbering, counting, frisking, locking, controlling contraband,
searching cells. Crowding, underfunding, poor inmate/staff relations
and racial conflict-riots more likely
Poor security management-riots inevitable

SIX GENERAL PRINCIPLES OF GOOD PRISON LEADERS

1. Focus and inspire subordinates to focus on results, not process,
   performance not procedures, ends not means
2. Professional staff members-receive basic prison training-
   consider themselves correctional officers first (Policy in federal
   correctional system)
3. Management by walking around
4. Close alliances with key politicians, judges, journalists, etc. 
   Practice openness
5. Rarely innovate-when done so far reaching, adequate prior
   explanation to staff and inmates
6. Tenure long enough to understand organizations internal operation
   and external relations.

OLD PENOLOGISTS:
prison administrators-admirable public servants
NEW PENOLOGISTS:
administrators are loathsome and evil, inmates are responsible victims,
complete self government ideal.

Dilulio-need for NEW OLD PENOLOGY
Shift in attention from inmates to keepers

Tight administrative control more conducive to decent prison conditions

CONTEMPORARY CHALLENGES TO PRISON ADMINISTRATORS:
1.  Where to place facilities
2.  design and construction-costs and construction time
3.  controlling health care costs
4.  handling overcrowding
5.  Developing alternatives to incarceration
6.  dealing with gang issue
GANGS OR us

PRISON GANGS

7.  AIDS
AIDS IN PRISON PROJECT

HIV/PLUS

HIV/AIDS IN PRISON
8.  Staff safety/training
9.  Satisfying old court orders and consent decrees.
10. Enhancing security and programs with fewer resources
Rising costs in general
11.  Inmate and staff litigation

Today more time spent in public policymaking arena-especially due to
tough on crime stance Willie Horton legacy-Tough on crime stance
politically attractive. Negative public image of corrections

Executions: 38 States and the federal government have a death penalty 

27 states have lethal injections
12 electrocutions
7 gas chambers
4 hanging
1 firing squad
14 more than one method

Summary Findings

(Source: http://bjs.ojp.usdoj.gov/index.cfm?ty=tp&tid=18)

EXECUTION TEAM:
Training important
Superintendent or representative present during execution

QUESTION:  How are the members of the execution team selected?
 

STAFF INMATE RELATIONSHIPS:

Inmates have power;
"Without consent and cooperation of inmates, prison could
not function"

EXPERIENCED CHANGE FROM correctional facility with programs
and activities to rehabilitate to:
Racially segregated, gang controlled warehouse for convicts.

Combat zone

Balance of power between inmates and staff
Institution dependent on inmate labor to operate
Use of trustees

Privileges offered viewed as permanent-resistance if withdrawn

Lack of consistency in treatment of certain inmates-loss of credibility
Unclear what to expect
Cycle of increased demands by inmates, offering of incentives by staff,
and resulting imbalance results in Tensions which can escalate to major
disturbance

GOAL OF ADMINISTRATOR:
Create/maintain institutional culture that creates a balance between
power of staff and inmates

MANAGING CHANGE IN DELIBERATE MANNER:

Recommendation:  periodic moving of inmates to scheduled lock
down- contraband control and power assertion

Overcrowding:
Response:  creation of stable private space
creation of functional housing units-mini prisons
inmate surveys