Partnership Prisons: A New Look at the Way We Sound

Savvy businesses that want to become – or remain – successful know they should constantly look at themselves with an outsider’s eyes.

Companies consistently examine where they are today in order to reach where they hope to be in the future. They honestly size up how they come across – and make changes that coincide with the business’s evolution, mission and purpose.

These days, CCA is at a similar juncture. We have new leadership. We’re now making the next quarter-century of company history. And in the 21st century, terms like "private prisons," "private corrections" and "privatization" seem outdated and off-putting when it comes to describing a company whose true connection with communities and government is based on collaboration and partnership.

Partnership in corrections means federal, state and local correctional agencies get the oversight and accountability of government with the innovative efficiency and cost effectiveness of business. It’s about making better use of taxpayer dollars that free up funds for new schools, better hospitals and improved roads. It means humane treatment and rehabilitation for inmates who will one day return home. It’s about flexibility and innovation for cash-strapped, overcrowded public systems.

Here, Correct Perspectives sits down with Jimmy Turner, CCA vice president, Operations (Business Unit II), a company veteran of nearly 21 years whose career in corrections spans three decades. Turner’s experience within state corrections and with CCA give him a unique perspective on the progress of the industry and CCA’s leading role when it comes to correctional partnership.

Correct Perspectives: Why is it so important to think about how we describe our company and the role CCA plays?

Jimmy Turner: Look at the business world today. Look at advertising. Listen to commercials. Many of them have the same product, but they change the language used to help people better understand. With our company, many terms have been grandfathered in over time. It’s important to step back and look objectively at how we can tell our story better.

CP: Employees are going to hear more about partnership and less about privatization. What does this mean?

JT: We’ve always been partners with county, state and federal agencies. And those partnerships have always been based on collaboration. Our mission has not changed. Focusing on partnership really highlights what it means to work cooperatively with public corrections agencies – good, solid jobs for local residents, a commitment to public safety and humane treatment for inmates in our modern facilities.

CP: Can you think of a comparable progression that employees may recognize within the company?

JT: The Facility Support Center was once known as “the corporate office.” Several years ago, under John Ferguson’s leadership, the name of the company’s headquarters was changed to the Facility Support Center. That change helped all employees better understand that we’re all in this together – FSC employees got a better sense of the 60-plus facilities they serve and facility employees felt more connected with CCA’s Nashville base and national network.

CP: Have there been other changes to correctional language from the past?

JT: Yes. Over the years, changes have been made in the corrections profession. The largest change in a single word that I recall with the American Correctional Association (ACA) and corrections as a whole was when ACA pushed the profession to be viewed differently. In the history of corrections, security staff have been referred to as “guards.” However, to send a strong message, both inside and outside the profession, everyone involved worked together to replace that word with “correctional officer.” The change has replaced the old view of security staff from both inside and outside our profession. In order to remain current, I believe we must be willing to recognize the circumstances and adjust as necessary.

CP: Why is this so important to CCA leadership?

JT: Our employees listen to the words we speak. They focus on what we focus on. If we as company leaders pay more attention to the way we talk about the company and our industry, then employees will, too. After all, our 17,500 colleagues are company ambassadors in their communities. People ask them about their jobs. They want to know more about CCA. They attend career fairs, make appearances at events and speak to others about our industry at conferences and meetings. This is an agenda item for every CCA employee.

For more on CCA's look at company lingo, check out CCA: America's Leader in Partnership Corrections a CCA Voices aritcle by Chief Development Officer Tony Grande.

K. Danielle Edwards
Correct Perspectives, January 2010