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This older jail guy managed dual accredited jail systems from 1996 through retirement in 2018. In fact, in 1996, the National Commission on Correctional Healthcare (NCCHC) bestowed the Norfolk County [...]

As I remember the short red-headed Captain from Pima County Arizona in 1987, I reminisce where the art form of practicing direct supervision went. In 1995, we wrote how far [...]

Disorder planning is a basic tenet of correctional security, so much so that a number of jurisdictions have devoted hours of meetings to develop highly detailed disorder plans. However, no [...]

The article discusses the proactive risks management practices in jail facilities in America. Topics mention including classifying of sentenced inmates according to their mental health, issues which are becoming complicated such as mental health treatment. facility conditions and restricted housing privileges and chronic crowding conditions.

A letter to the editor that relates to effective management of jail inmates to minimize offenses and maintain their idleness through direct supervision of correctional officers in the previous issue is presented.

The article looks at a training scenario created by the Norfolk County Sheriff's Office in Dedham, Massachusetts in cooperation with the Massachusetts Department of Fire Services District Two Hazardous Materials Response Team. The collaboration was designed to fulfill training requirements for steps involved in dealing with various types of incidents. Issues such as shortages in staffing, finances and resources facing correctional professionals and public service agencies are focused.

A personal narrative is presented which explores the author's experience of being the moderator at the American Jail Association's (AJA) annual training conference held in Sacramento, California in May 2008.

The article offers guidance on succession planning in jails in the United States. The author emphasizes the importance of performing a strengths, weaknesses, opportunities and threats analysis of the organization. He also lists the criteria for evaluating the quality of service provided by the organization. These are reliability, assurance, tangibles, empathy and responsiveness.

Argues on the tenth principle of direct supervision of jails in the U.S. Advancement of ideas on inmate management; Increase in the average sentence length of jail inmates; Details on the existing principles of competent jail staff.

Offers guidelines on how to assess the extent of a jail's safety. Principles of direct supervision that affect daily operations; Reasons little empirical data about jail and prison performance are funded and published; Essential elements of a jail's security programming; Conclusion.

Focuses on the issue regarding the entrance of family members of officers in jails in the U.S. Consideration of the provision of normalized incarceration in the planning process of most direct supervision jails; Requirement of immediate disclosure of strict notification policies of many agencies; Perception of special visitations or exclusions from jail policy.

Focuses on jail training in the United States in 2004. Utilization of the training process of a jail; Training disqualifications of an officer.

The article shares the personal life events of Peter Perroncello, the recently retired superintendent of Jail Operations in Dedham, Massachusetts. It states the reason of Peter's entering the field of jail correction, with the hardest thing he ever did and his favorite ways to relax. It describes about the Peter's favorite way to relax and his motto in life.