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During the 1970s, the U.S. Bureau of Prisons (BOP) revolutionized prison administration by developing the practice known as unit management. Unit management has at its heart the notion that a decentralized organization is better able than a centralized one to respond quickly to changes in the environment. At the time, the BOP had three primary goals: to reduce tension and violence in many institutions, to protect weaker inmates who were vulnerable to more predatory inmates, and to deal with substance abusers.

Under the auspices of the Narcotic Addict Rehabilitation Act of 1966 (NARA), the BOP opened many units to treat and provide programs for inmates with a history of heroin abuse. When many of these began to prove to be successful, the units were broadened to include inmates not sentenced under NARA. Thus, beginning around 1970, various institutions began to implement programs that followed the pattern of the NARA units. From that beginning, the subsequent development of unit management has proven to be one of the more successful policy implementation stories in the history of corrections. It is a concept that has changed corrections (Houston, 1999; Levinson, 1999).

Unit Management Defined

There may be as many definitions of unit management as there are agencies that have implemented it. However, most definitions speak to the tasks of unit management rather than provide any explicit descriptions (see, e.g., Pierson, 1991; Webster, 1991). According to the Bureau of Prisons, a unit is a small, selfcontained, inmate living and staff office area that operates semiautonomously within the larger institution. The essential components of a unit are as follows:

  • A small number of inmates (50–120) who are permanently assigned together
  • A multidisciplinary staff (unit manager, case manager(s), correctional counselor(s), fullor part-time psychologist, clerk-typist, and correctional officers) whose offices are located within or adjacent to the inmate housing unit and are permanently assigned to work with the inmates of that unit
  • A unit manager who has administrative authority and supervisory responsibility for the unit staff
  • A unit staff that has administrative authority for all within-unit aspects of inmate living and programming
  • Inmates who are assigned to a unit because of age, prior record, specific behavior typologies, need for a specific type of correctional program (such as drug abuse counseling), or random assignment

According to Levinson (1999), the following guidelines are critical to a unit's success: An effective unit must have the support of top management; there must be a unit plan; the unit manager must be on the same level as other department heads on the organization chart; and the unit manager must have administrative and supervisory authority over staff working in the unit. As Levinson points out, the primary objective of correctional management is to decrease the likelihood of disturbances. Unit management is the most effective tool to accomplish that objective. The key to a tranquil institution is unit staff's ability to supervise inmates effectively and to play the primary role in inmate classification and reclassification.

Advantages

There are many advantages to unit management. It allows unit staff to take as much responsibility as they wish or are able to handle. It makes staff achievements visible, enabling the unit manager to recognize subordinates' good work. Further, the work itself is considered more satisfying than that associated with other kinds of management strategies. Shared decision making and participation in the policy process are also advantages. In short, staff feel that they are involved in the total workings of the institution. In addition, surveillance of inmates is increased due to staff being in the unit from 8:00 A.M. to 9:00 P.M. on weekdays and on weekend day shift in addition to regular unit officers, and inmates have easier access to staff.

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