NCJ Number
190342
Date Published
October 2000
Length
36 pages
Annotation
This document focuses on some important points when dealing with volunteers in the corrections system.
Abstract
The rewards of volunteer involvement in the corrections system are worth the time, energy, and funding required. Volunteer involvement builds an appreciation of the difficulties of corrections work, creates a knowledgeable constituency to help educate the public, government, and funding sources, and provides a communication channel to learn of a community’s concerns, opportunities, and resources. Some suggestions for obtaining volunteers are contacting a Volunteer Action Center, or administrators of well-run local volunteer programs such as the Red Cross. Volunteers need a good job description, a recruitment process aimed at ensuring a good fit, sufficient training, supervision and feedback, respect and recognition, and dismissal for cause. Agencies must have the capacity to provide the necessary support for volunteers, including an understanding of the required time and resources, a person to run the program, staff time allotted for preparation of volunteers’ work, a safe space to work, and ongoing training and supervision. The steps in a volunteer program’s design include identifying the needs to be addressed, securing support from within the agency, and developing guidelines and policies. Recruitment in corrections programs involves attracting volunteers reflecting the cultural, ethnic, and age compositions of those with whom they will be dealing. Orientation is critical in community corrections and can include a review of the job to be performed, training sessions for additional skills, and follow-up. Managing volunteers can include regular meetings, recognizing volunteer efforts, and evaluating the programs regularly. A list of processes that can be used to assess program quality includes data collection, satisfaction surveys, volunteer evaluations, exit evaluations, and in-service training.