Correctional Officer’s Association of Delaware’s

 

Speech to the

 

Joint Finance Committee

 

 

 

 

 

 

 

 

Presented By:        David Knight

 

 

 

 

          I would like to begin with a quote credited to Ralph Waldo Emerson:

 

“Do not follow where the path may lead.

Go instead where there is no path and leave a trail.”

-Ralph Waldo Emerson

 

 

        These words speak not of keeping hold of the past or “Status Quo” but rather to try new possibilities. This means change. My name is David Knight and I am the former Senior Vice-President of The Correctional Officer’s Association of Delaware. We Correctional Officers, by nature of the job, need to be a suspicious and untrusting sort. This translates into our belief in legislation only after it has been signed, funded and enacted. This is mainly due to the State’s past practice of signing bills and not funding them and as such, I do not blame any Officer for this feeling. Today we stand at the forefront, the border of change, and we are able to now see the possibility of some light at the end of the tunnel. It has been stated throughout the press that the Department of Corrections and its staffing and retention issues are one of the top priorities in all of the political parties this year. The Department has come forward and stated that we are in a staffing crisis. It is now understood that Corrections requires a comparable if not slightly better starting salary compared to surrounding States, a moving pay scale and a fair retirement in order to alleviate these issues. We appreciate the sentiment and need to see positive changes occur. Changes based on new and innovative approaches as well as novel concepts to correct problems stemming back well over 25 years.


 

This was the undertaking that the Commissioner of Corrections, Stanley W. Taylor, had mandated to be accomplished with the Task Force on Correctional Officer Compensation, Benefits and Pension Issues. Thus, Paul Howard and Lisa Blunt-Bradley directed the chairperson of each sub-committee to think of novel and innovative ways to fix the problems with little or no economic impact. The Task Force concluded utilizing this directive and produced many new ideas in which the State of Delaware has actually started to implement, such as, the new Supplemental Benefits Program. Other more innovative ideas have caused the State to become increasingly reluctant about the likelihood of putting into practice such programs as a positive sick leave plan or even a cost neutral DROP Deferred Retirement Option Program.  

 

 

        Over the past few years during our contract negotiations we have been stifled with this same reluctance found in statements such as “We have never done it that way before”, “That is how it was in the DCOA contract” and “why change?” Yes, change can often be painful, even when it is as desperately needed as it is in this case. I submit to you that the complacency with the Status Quo must change for this Department to start growing again. We must break out from the strangling grip of the past and move into new territory. The old ways do not work any more, as seen over the past twenty-five (25) years. The Inmate population throughout past years has increased yet the number of C/O Series officers through Staff Sergeant has gradually diminished. Knowing and realizing that the old system is broken, now is the time to work together and fix it. We must now strive to accept the groundbreaking concepts that the Task Force’s Final Report stipulated.


 

          President John F. Kennedy and many, many others have used the quote:

 

"Some men see things as they are and ask 'why?’

I dare to dream of things that never were and ask 'why not?’"

George Bernard Shaw

         

 

 

         This quote by George Bernard Shaw shows that the concept of want we consider to be thinking “Outside of the box” is not a new or novel approach. However, it seems that within the Department of Correction as well as other State Agencies new ideas and concepts appeared to be foreign and feared. Rather then finding means to implement these ideas it seems easier and more preferred to find ways to evade them. One example I mentioned earlier is a positive sick leave program; in fact, any form of positive reinforcement when it comes to governing policies and procedures seems to be unthinkable. The current policy of disciplining staff for utilizing sick leave has deteriorated morale and has contributed to a hostile work environment.  

 

 

 

          By collapsing posts and positions, making one Officer do many tasks, the State has not only saved money but has also created a precarious environment. A situation exists where fewer Officers manage a greater number of assigned duties, tasks and responsibilities at the expense of safety and security in these endeavors. The established Staffing Levels of Institutions do not even accurately reflect the inmate population.

 

Institution

# Offenders

# C/O - SGT

# LT - CAPT
Total
Min Staff

 

 

 

 

 

 

WCF

115

18

2

20

3
PCCC

246 +

Phase 6, Weekend & Etc.

20

6

26

3

NCWWRC

90

22

5

27

3

(This chart shows the skewing of the staffing numbers as well as the non-standardization of staffing levels in relation to the population.)

 

 

          This practice of understaffing the institutions and utilizing mandatory overtime has circumvented normal staffing procedures. Due to this practice, the State has realized a substantial salary savings. Millions of dollars are introduced back into the General Fund. Taking all of this into account we must ask ourselves: “At what cost, what is this doing to the staff and the safety of the general public.” The effects of this practice can be seen in the toll it is taking directly on the morale of the staff, the safety of employees as well as the general public, the utilization of sick time as well as the increased rate of exhaustion and burn out among the staff.

 

 

          Many obsolete concepts in the area of retention are in need of examination and re-evaluation in order to begin to alleviate problems found within the Department of Correction. These concepts range from the obvious lack of a moving pay scale system that incorporates longevity, thus giving a reason for an employee to stay year after year. To the more obscure problem of forcing State employees to remain for thirty (30) years before full retirement thus increasing staff burnout and enticing officers to seek alternate employment. 


 

          I would like to close with a final thought found within an excerpt form the Poet Robert Frost.

 

Two roads diverged in a wood, and I…

I took the one less traveled by,

And that has made all the difference.

 

Excerpt from The Road Not Taken

Robert Frost (1874–1963). Mountain Interval.  1920

 

 

We ask you, The Joint Finance Committee make all of the difference and take the road less traveled. The Department of Corrections requires a starting salary equal if not slightly better the surrounding States, a moving pay scale and a better retirement. These items along with a positive morale program will not only entice new recruits but also retain those employees that are already here.

 

          I once again find myself at the end of my speech, leaving the fate of the Department of Correction within this bi-partisan committee and its capable hands. Please do not fail us for the very existence of the Department has been placed on your shoulders.

 

 

 

Thank you…

 

 

And God Bless us all.