RD175 - Virginia Department of Corrections Labor Force Projection & Workforce Development Initiative for State Correctional Facilities Final Report - June 24, 2008


Executive Summary:
Background

Ensuring an adequate labor supply for the security workforce at current and future state correctional facilities is a priority for the Director of Corrections and the Secretary of Public Safety. It is the focus of this report as required by the General Assembly.

Workforce Adequacy

Weldon Cooper Center for the Public Service at the University of Virginia completed workforce profiles of five state correctional sites (Current sites: Fluvanna, Greensville, Haynesville. Future sites: Grayson County, Charlotte County). In all five cases, Weldon Cooper confirms that an adequate labor supply exists today but that some shrinkage is indicated over time. It will remain feasible to staff state correctional facilities but the Department must remain competitive by making its jobs appealing to local workers.

Staffing Challenges

• Even beyond the November 2007 initiative for security staff compensation, competitive salary and benefits are key external factors for the Department’s recruitment and retention success in the face of increased employer competition for workers with at least a high school education.

• The turnover rate of Corrections Officer increased from 15% in Fiscal Year 2004 to 20% for Fiscal Year 2007. Vacancy rates at some sites persistently detract from orderly operation.

Recruit-to-Retain Focus

The Department’s review of current human resource management practices confirms that it must recruit to retain, making human capital investments in its security workforce to sustain its public safety mission into the future.

• “Fit” is the key internal factor for the Department’s recruitment success—tools are under development to improve assessment of the compatibility of applicants to the job (Corrections Officer), workplace (correctional facilities) and organization (Department of Corrections).

• “Engagement” is the key internal factor for the Department’s retention success—resources are being identified to support the deployment of new Officers, motivate the development of certified Officers, and draw on the experience of seasoned Officers to serve as role models and mentors for their peers. The Master Corrections Officer proposal is an essential component.

Workforce Development Actions

• System-level proposals that will require budget support to pilot or fully implement are already under development.

• However, site-by-site initiatives, customized for external labor market conditions and partner agencies as well as internal mission will be required.

• The Department will continue to collaborate and learn with external partner agencies as it prioritizes and makes inroads to impact individual sites.