A new concept in offender transition: a Family Council.

The old adage "If you keep on doing what you've always done, you'll keep on getting what you've always got" can be applied to the corrections profession. To address increasing recidivism rates, corrections professionals must assess and change practices; however, trying something that does not work can have costly consequences. With this realization in mind, Superintendent Belinda D. Stewart of the Washington Corrections Center for Women (WCCW) dared to consider that family and friends of inmates could help this facility with its rehabilitation efforts. "I recognized that the voice of offender support systems was conspicuously absent, yet they had a huge role to play in successful transitioning," Stewart said. "What would happen if we asked for their input and help?"

Asking long-term staff to embrace this vision required a significant cultural shift for employees who have consistently viewed visitors as the primary source of contraband, a contributing factor of an inmate's incarceration and, generally, a necessary evil. All of these views are applicable at times, but not all of the time. It is commonly accepted, based on women placing relationships as their priority, that the existence of outside support is the single most important factor for female offenders for a successful transition from prison to the community. Thus, in order to reduce recidivism rates, encouraging, strengthening and building pro-social outside relationships is necessary. In looking for ways to fill this need, inmates' friends and families were the most logical source for support, but the challenge was finding out who could contribute without compromising facility security.

Creating the Council

WCCW established the Family Council in April 2003. Staff reviewed the prior 12 months of visiting records and considered anyone who had visited an offender eight or more times in that year to determine who would be asked to serve on the council. This suggested reliability and probable long-term commitment to the offender. Of the 900 women incarcerated at WCCW, only 49 had visitors who met this qualification. These 85 visitors were sent invitations to attend an informational meeting. Fifteen individuals expressed an interest and the council was created. Its mission was "to encourage visitation to benefit successful community transition."

Stewart chaired the first meeting, which was largely an arena for the 15 friends and family members to express visitation problems. These issues were as basic as providing signs on the road so people would know where to turn into the facility, installing an entrance sign for visitors, and reviewing the applicability of restrictive visit practices (e.g., visitors without socks or pantyhose are not permitted to enter, but to address this issue, socks and footies were purchased to distribute to visitors as needed to process the visit). These changes served as a starting point. However, Stewart quickly raised the sights of the council members within three months of the initial meeting by making changes such as improving visitation procedures for children, encouraging more visits and implementing family-oriented activities. To assist the council in its efforts, WCCW provided the council an office, a toll-free telephone number, an answering machine, business cards, and a limited amount of additional privileges not available to all visitors. As an example, normal visiting prohibits guests from talking to anyone other than the offender they are visiting. However, council members are encouraged to introduce themselves to everyone in the visit room when they are present and take input for Family Council consideration. In return, the council supplied suggestion boxes and established a method of providing assisted visits to those who were scared to come the first time. These initiatives have been instrumental in the development of a children's orientation, and council members frequently volunteer to assist during special family events. The council has also done some fund raising to support family activities, and it maintains a bulletin board to keep visitors informed. Presently, they are developing a Web page where visitors can access information specific to visitation such as hours, special events and changes. Their next goal is to determine a way to communicate with those who do not visit.

This type of involvement challenges all staff to consider the applicability of some of the practices that have been in place for years. It also causes correctional officers to consider the legitimacy of their preconceived opinions about offenders' families and friends. Can they, as Stewart suggests, truly be allies instead of adversaries in the offender's efforts to change?

Council members believe in the importance of visiting inmates and have firsthand knowledge of how overwhelming the process can be. They know that transportation, time off from work, weather and distance can all affect whether someone can visit. But they also recognize that many people are simply nervous and full of anxiety. Potential visitors do not know how to fill out the paperwork properly for clearance, where to park, what to wear, what to say when they arrive, what to bring, how to start a conversation with the offender or how to deal with the stigma they may encounter from friends, family or co-workers about visiting an inmate. The council is looking to help alleviate these sources of stress and tension.

Newly arrived offenders are given an informational letter written by the Family Council that can be included in visit applications mailed by offenders. This letter provides the council's toll-free phone number that potential visitors may call to discuss their concerns. Council members also ease visitors' fears by meeting them during their first visit and helping them acclimate to the environment and rules.

Who Is in the Council?

The council's goal is to "work collaboratively with the WCCW staff to enhance the visiting process." Council members simply try to encourage visiting in an attempt to help the inmates maintain positive support systems. Although the council could be perceived as a pesky third-party interest group, it is a supplement to staff. The council is not trying to overtake the visiting process or have things done its way. Rather, it is focused on providing services and paying attention to details, which staff cannot do because of security concerns, boundary issues or, simply, time.

The council, with a council member as chair and the superintendent an active member, meets monthly and focuses its efforts on working with staff to enhance the visiting experience. Due to efforts of staff and the council, the amount of visitors has been slowly increasing.

A common reason expressed by council members as to why they initially got involved was their interest in better understanding what WCCW was like. One man said, "I wanted to learn more about where my wife was living. I wanted to understand why things were the way they were." This simple curiosity was what brought people to the first meeting. Once they understood how valuable visiting is to the inmates and what they could do, they decided to remain in the council for a whole new reason--to try to make changes rather than just complain about the system. Family and friends saw this as a chance to make a difference and acted on it.

While they all share the collective mission of improving the existing visiting process and working as a supplement to staff, council members also share the goal of educating others. The council wants to try to improve visitation for inmates and educate inmates and their families and friends on the importance of a support group. They have plans to organize seminars for the visitors on reintegration issues such as substance abuse and family dynamics. This interest in educating others shows the true appreciation that council members have for the new role of visits. The council members all stand behind the fact that they are trying to enhance the visiting process and make new events a success. A long-term goal is to initiate visiting for inmates who currently do not have visitors.

Since the council has begun its work, members have seen some changes that encourage them. Their input has reflected physical changes in the visitation area and some of their suggestions have reflected changes in practices. This sincere respect for the council's contributions inspires the members to work on creating a visitation setting that is even more inviting. For example, a design that would soften the environment was suggested because many felt that the seating arrangement made visitation seem like an interrogation of the offender. WCCW administrators and council members are working to find a balance of something that provides a comfortable environment, yet does not pose a significant security risk. Most practices were created for a good reason, sometimes that reason no longer applies and staff just have not taken the time to re-evaluate the need.

Small costs (e.g., socks, paint, outdoor picnic tables) have been absorbed by the facility. Larger cost items get submitted annually for consideration for Family Friendly monies from the Offender Betterment Fund.

Like any group that is working for change, the council has had to deal with obstacles. The biggest challenge is to change the attitudes in the layers of bureaucracy within the correctional system. This comes into play because it is an old system that is trying to deal with new ideas. At times, it can be frustrating for both ends. Another discouraging issue is the slow pace that prevents anything new from getting done. Because security is a top priority, the process of seeing new things reach implementation can be very slow. The council understands the obstacles, but the members do not let themselves get caught up in them. They are dedicated to improving the visiting process. But more important, they are thrilled at the notion that they could be bettering the lives of some of the women incarcerated at WCCW.

Looking Forward

WCCW is a facility with 900 inmates of varying custody levels. Staff know that the concept of the Family Council is unique. As the council has become a more accepted part of the facility, staff skepticism has slowly begun to fade. No one knows what all the outcomes will be, but for now, it is a step toward addressing one thing that is known to be true: A strong positive support network is vital to any offender as he or she starts dealing with transitioning back into the community. Having visitors and feeling supported can be critical in building the bridge to the community that each offender must attempt to re-enter. The Family Council at WCCW knows that visits do make a difference even though they can be a hassle at times. They have started creating solutions to a known problem and they have become an unpaid resource in a time of dwindling budget dollars. Change is rarely easy. By working on problems of today, WCCW is not only hoping to decrease the number of repeat offenders, but also beginning to advance its thought process on who can help to solve problems in the future.

Autumn DeGraaff is a student at Pacific Lutheran University in Tacoma, Wash., and is completing her social work internship at Washington Corrections Center for Women. Dee A. Crocker is the coordinator of the Community Partnership Program at WCCW.