Thumb Correctional Employee Town Hall
On Monday, November 23, Michigan Department of Corrections Director Heidi Washington had the opportunity to speak with current staff from both Thumb Correctional Facility and the surrounding Parole and Probation offices. Staff who took part in Monday’s virtual meeting brought a lot of great questions to the table, and we hope they will help provide answers for staff across the state.
Q: Staff frustration is at all-time highs mostly due to the overabundance of investigations. I personally have 21 plus years in the department, many of which were spent as a Union Rep. It is frustrating when we see disciplinary conferences that result in days off for minor and petty offenses. Specifically, many hours of resources that could have been utilized elsewhere were spent to investigate a highlighter in the gate area or online stories of a factory sealed item that contained tin foil not noticeable without opening the package, and lastly a staff members mask dropping down for less than 60 seconds receiving questionnaires. During a time of high stress inside why does the Department continue to kick their most valuable resources, and let me clarify, that resource is the line staff. Lastly, from a fiscal standpoint this is just not a fair exchange. Is it a possibility to begin a new era of investigations?
A: From Director Washington: Objective 2.3 of the Strategic Plan is for the department to explore ways to refine the department’s employee disciplinary process. The department has acknowledged the need to reform and change in the area of discipline and we have been working toward that goal over the last year. While making changes to this we met with union reps on different occasions and adjusted through the process. COVID delayed the implementation of this. We are preparing to release the new employee handbook. Of the changes made, the grid has been moved downward and some work rules have been removed, there are also some new processes for expediting investigations. I agree that our staff are our greatest resource and asset. We also need to have consistency in the disciplinary process. I think staff will be pleased with the new changes when they come out.
Q: Will local FOA offices be able to open flexibility (supervisor approval) to enter offices in the near future? Specifically, to obtain additional supplies or access the printer outside of pre-approved hour times slots
A: From Deputy Director Marlan: No, right now staff can only enter offices with Director or Deputy Director approval. I understand the frustration of needing to go to the office however with the increase in positives, we are trying to do our best to keep everyone separated and safe. There are vaccines on the horizon and hopefully we will be able to implement our return to work plan at some point.
Q: TCF is getting ride ins weekly, while we keep inmates that are management level 4 or higher. I know Franklin unit has 34 inmates that should not being housed in a level 2. When can we expect to be able to ride them out to an appropriate facility to manage them?
A: From Deputy Director Bush: We receive this question daily and it is because of the current stop on ride outs. We look at each transfer request and prioritize emergent transfers and try to limit any moves to COVID related and those necessary for health and safety. Certainly, it is on our list to move the individuals with increased points however COVID has slowed our ability to move them. We are still receiving offenders into intake which also causes the force feed.
Q: With the way staff have handled themselves and their duties while being detailed to their homes, do you anticipate allowance of that to a certain extent when we return to “normal.”
A: From the Director: We do not know yet as that has not been discussed. For the foreseeable future we are detailed to home until there is a vaccine and greater comfort levels with people returning to the office.
Q: I know we are running several new academies, but what are we going to do to keep the staff with the MDOC and make the job more attractive long term?
A: From the Director: It is not just about recruitment but about retention. We all have a role to play in that in the environment that we create at work. Staff ask about more opportunities, leadership training, and opportunities for advancement. Currently many generations are working together, and they are driven by different things so finding what is important to our employees is key. Routinely I hear that we do not have a pension anymore and that is not in my power to bring back. We need to mentor staff and have them engaged and involved. The department just created a new exit interview process which is a survey monkey and we are hoping to learn more about why staff are leaving. It is incumbent upon all of us to make a difference and do our part to help others. Many of us have made a career out of working for this department.
Q: speaking of vaccines, will you be forcing us to get it to keep our jobs
A: From the Director: No, that has not been part of any discussion that I have been a part of. We are currently in the process of planning for the vaccine. The plan is that the vaccine will be provided to essential workers first. Some local hospitals have reached out to Wardens asking if staff would like to receive the vaccine with their staff and we will be talking to the hospitals about this.
Q: In Lapeer working remotely has actually increased our availability to the Court as we can log on anytime for hearings/arraignments, which has been great. However, due to the building/court house being closed, have there been any innovative ideas from across the State to facilitate drug SAT’s for parolee’s rather than meeting in the parking lot or at their homes
A: From Deputy Director Marlan: I would encourage you to be as creative as you can. We have staff that are taking those at police departments, sheriff’s departments, residential treatment programs and other locations in their area that they could utilize. Staff are coming up with new ways to do things and sending them to their supervisors and that information is being shared with others. Staff have impressed me with the creative ways they have found to do their job through this.
Q: We continually have non-custody and custody staff relocation all over the state to assist other facilities. This results in more mandatory overtimes for custody staff at the facility level. Those same non-custody staff have offered to help here at TCF, in their own household, to help alleviate the mandates from the custody co-workers without any response back allowing it. Why does the department continually remain re-active to these situations? Can these non-custody staff be utilized to relieve mandate situations here at TCF? Is there any chance this can be authorized more sooner than later?
A: From Deputy Director Bush: We look at staffing at all facilities every single day and prioritize on different things. Not only do we look at vacancies and non-custody staff, but we also look at COVID positives, close contacts, and long-term leave. Then discussion into what is happening at the facility. You ask if we can do this ahead of time and currently school and programming have been suspended for two weeks and this allows facilities to reassign those staff. We can have discussions with your warden about this.
Q: What is the department’s reason for not giving out admin leave for close contacts or a positive test?
A: From Human Resources Director Jonathan Patterson: When COVID first started there were conversations with OSE and Civil Service on how to handle staff that will be off for a positive test or close contact. It was decided by OSE that it would have to be covered by their own leave. This is also covered in the union contracts and civil service rules. We have been flexible in allowing staff to utilize sick and annual leave time.
Q: This goes along with a question above: We have continued training and emails full of instructions. Why is there no clear direction given for how and what employees need to do in the event they test positive. I personally asked 3 executive level staff and received 3 different answers. Staff need the tools to protect themselves for down the road. Can daily updates please inform all staff of the who, what, where, and how of Workers Comp?
A: From HR Director Patterson: I will talk to the PIO office and the Director. HR staff have been sending guidance to staff to fill out an accident report which is the first step in filing a workman’s comp request. We could possibly add something to the daily shout out, but it is being reported to staff that test positive.
Director Washington: to your question of why is there no clear direction, I agree with you that the guidance from the CDC has changed throughout, but as Jonathan has said, we can work with our PIO to clarify or make it easier to understand what the guidance is.
Q: What is the benefit in having the Probation Violation Specialist make Screen Shot decisions on cases, when an agent has invested time, effort, and experience toward the offender’s success.
A: From Deputy Director Marlan: When we came up with the idea in 2016, we started studying the prison commitment rate for straddle cell offenders with the same sentencing guideline scores and discovered in certain areas of the state 80% would go to prison while other areas of the state 10% would go to prison. We started this program to have the specialists look at PSI’s for consistency. These staff also work closely with community corrections and offender success staff and provide information if there is a trend in a specific area of the state that could use a specific program funded. What the specialists do is only review straddle cell PSIs to ensure department recommendations to the court are appropriate, consistent, fair and target offender needs. When they are not, they revise the recommendations. These are only recommendations to the court and judges can still impose whatever sentence they like.
Q: Why are prisoners being transferred all over the state during covid? Why can’t each facility have their own covid positive and covid step down units?
A: From the Director: Limiting transfers was a strategy since the start of COVID. We halted all unnecessary transfers. A/ADD Brewer and myself are the only two people that approve every transfer that happens. We started COVID units at DRF, JCF, and Green Oaks as a way to separate positive prisoners from negative prisoners. We wanted to lessen the opportunity for spread. We have now had to designate housing units due to the number of positives.
Q: Since there are a large number of FOA staff that have CFA experience, would it make sense for them, on a voluntarily basis, to maintain a certain training level so they can be available to provide CFA assistance when needed. Many potential candidates reside near a facility and I suspect would be willing to assist, especially since CFA struggles to maintain necessary staffing levels.
A: From the Director: Interesting concept. Obviously when COVID hit, no one knew what 2020 was bringing us. We know a huge number of our agents have CFA experience. We would have to talk with the union and explore what that would look like. I assume you are referencing in a post COVID world in preparation for the next emergency (vacancy situation).
Q: Is there any thought towards creating an EPIC team to create policy for Field Agents to continue working remotely after Covid. After my recent experience of embracing virtual tools, I’ve found I can assist other Counties better, for instance picking up PSI reports for other offices. Working remotely has also made it possible for me to not use Sick Leave for my kids who have school virtually, while just working in the next room.
A: From the Director: There has not been but it might be something to look at. This is why we have EPIC teams and hold townhall meetings, to hear from staff. The Technology team is looking for different technologies that are out there to help us do our jobs better. They have been looking for COVID related solutions. We still do not know if continuing working from home is an option.
Deputy Director Marlan: If we are going to look into continuing work from home, we would obtain feedback from staff.
Q: follow up to an earlier question… Not talking about the PSI specialist and straddle cell review. We want to know the purpose of probation violation specialist review of our violation reports. Ones where we are not even recommending prison. Just changing the amount of jail or adding programs that our county does not have. If we disagree with a probation violation recommendation what is our recourse.
Deputy Director Marlan: We just recently expanded to that area to look at probation violation recommendations as we are seeing some inconsistency in this area as well. Again, the specialists only review violation reports to the court to ensure department recommendations are appropriate, consistent, fair and target offender needs. When they are not, they revise the recommendations. Just like with the straddle cell PSIs These are recommendations, ultimately the decision is made by the judges.
Q: Several staff are facing new challenges with in-home schooling for their children. Adjusted work schedules, specifically 10-hour days for non-custody staff are ignored and advocated against. An additional facility benefit is that it would limit a potential exposure by staff as only reporting 4 days per week instead of 5 with no loss in completion of the workload. Can we have your support in moving forward with requests for Adjusted Work Schedules?
A: From the Director: There is an ability to submit alternate work schedules and they are considered on a case by case basis. I know that some are approved. It depends on the job that a person does as our department is a 24-hour operation and we need to be accessible. There are some challenges to that in the prison environment. However, as a result of COVID, we are doing things different and this could be something we discuss moving forward.
Q: With you allowing Saginaw to switch to 12-hour shift. Is it possible that other facility might get the opportunity to ask?
A: From the Director: I do not oppose 12-hour shifts as Saginaw has advanced to 12-hour shifts. The issue is that vacancies need to be filled and the facility needs to maintain a high level of filled positions which includes not having a lot of staff off work for various reasons. I am willing to looking at advancing other facilities to 12-hour shifts. During COVID is not the right time to start a new facility, however once COVID is behind us, we can get back on track at looking at facilities if that is what the majority of staff want as there are some staff that do not want it.
