Outputs

1.1 Management, Implementation, Quality & Financial Handbook

Developed by coordinators and internal quality team, made available for all partners on Teamwork

These are internal files about project management, for more information please contact the project coordinator: CPIP – Romania

2.1 Gathering intelligence about the future of CCJ Careers

Due to the pandemic situation, this face to face activity turned into an on-line activity, extending much further than initially planned. The results were shared by partners with the WP leader and are captured in the report

This document reports on the survey of European prison officers’ career and training needs. The survey collected responses from 749 prison and correctional officers from five European Member States focusing on their views on career guidance and training opportunities. The responses revealed that prison officers who were given guidance during training were more likely to feel they had the right training to do their job better and understand the social philosophy of rehabilitation in corrections. Additionally, the provision of good peripheral incentives, such as adequate salary and holidays, improved staff training and motivation.

2.2 Situation Paper on the advancement of Career Guidance in CCJ

Delivered as planned, based on the desk research of the partners, shared with the WP leader

The document provides an overview of the Corrections Careers project, a methodology for career guidance in the correctional justice system. It highlights the importance of career guidance for correctional officers, lack of opportunities for training, and initiatives in different countries. The document looks at different policies and procedures for the Romanian, Turkish and German prison systems and the training and career policies in England, Wales, Portugal and Italy. It discusses guidelines for conducting a literature review, the importance of career guidance, and management within correctional systems. Finally, it provides an overview of different policies related to the appointment, duties, rights, responsibilities, and professional training and development of civil servants in various countries.

2.3 Structured public
hearing

Due to the pandemic situation, only 4 partners were able to deliver, and at different timeframes during the project implementation, as situation permited, caputred in their reports. The data from the rest of the partners is included in 2.2

The aim of this public hearing was to filter and validate the findings of the CCJ4C Country Report, which was itself a result of two activities:

• In WP2 a comprehensive research into the existing policy landscape around career development, guidance, personnel recruitment and training and
• In WP3 a DACUM workshop to validate the findings and confirm future needs specifically for the national context of each partner. This report on the public hearing workshop is intended to make the results of the event available to those responsible for technical and legal supervision as well as to those responsible for personnel and organizational development in the justice departments. Furthermore, the results should be made available to the correctional schools, educational institutes of the federal states for comment. If colleges, universities or (criminological) research institutes are concerned with questions of vocational training, professionalization and practical support in the field of correctional services, this level should also be taken into account.

3.1 Stakeholder check point for Driver Mapping and Axes of Uncertainties in career management competencies within CCJ

Partners implemented in hybrid format depending on the restrictions imposed on local correctional settings. Data is captured and integrated in 3.2.

We had 2 face to face meetings and 4 on-line, but all followed the methodology. In total we had 67 participants invited outside of the partnership.

The subject/topic of all the meetings involves the relevant stakeholders looking at how career management competencies are built and used, the future needs, the drivers that trigger change, and the significant uncertainties.

Driver Mapping is used to identify the Political, Economic, Societal, Technological, Legislative, and Environmental drivers (PESTLE) shaping CCJ career management’s future environment and the needed competencies to navigate it.

This approach aims to identify the two most important driving forces, i.e., those very uncertain developments (and therefore can develop into different directions) and could have a decisive impact on CCJ careers. In other words, driving forces, which serve as scenario axes (Axes of Uncertainty), are those developments that score on both indicators’ uncertainty’ and ‘impact’ (Klooster & Asselt, 2006).

It is assumed that this technique, being a frame that the different actors share, fosters convergent action among many actors, despite the diverse and often conflicting data that these practitioners are confronted with.

3.2 Profile of career management competencies in CCJ

Delivered as planned, based on the desk research of the partners, shared with the WP leader

This final report comprehends the results obtained by the CCJ4C partnership concerning the stakeholders’ analysis in CCJ Careers. Each partner aimed to analyse the needs and characteristics of the correctional staff in their country to provide in-depth knowledge of this specific target group. In particular, their learning and training situations, effective methodologies, and understanding of the skills set needed to manage their careers.

3.3 Stakeholder check point for a DACUM validation of the competencies profile

Partners implemented in hybrid format depending on the restrictions imposed on local correctional settings. Data is captured and integrated in 3.2

Due to specific motives such as the restrictions imposed to mitigate the ongoing pandemic related to COVID-19, and the obstacle in finding a suitable time frame, considering the workload and shifts held by some prison system professionals, some partners could not manage to implement the DACUM workshops. Therefore, they were compelled to adopt alternative strategies to carry the on with the data collection. In total we had 72 participants that all followed the DACUM set methodology as competencies profile building technique, under the form of a DACUM workshop, based on the direct input of the correctional officers. This is a technique used before by the partnership, in competencies profile build-up for professionals working in gang environment.

4.1 Interactive learning environment for the support of career management skills in CCJ

The project partners, coordinated by the Lithuanian partner BETI, have developed based on the detailed need analisis and the profile of competencies, an on-line learning site for correctional staff, to improve on their knowledge in transversal and transferable competencies aimed at supporting their career progression and their lifelong learning pathways further. This is supported by an user manual and a guide for the learners, and it was piloted in all the involved countries within prisons, trade unions, probation and other community services.

The Learning Platform is a key tool for introducing lifelong learning principles into the daily life of prison staff. Due to the unchanging purpose of their work, i.e. to execute the sentence in an ethical and humane manner, they are not usually considered as a group of people for whom it is important to improve their knowledge throughout their lives. The aim of this project is to show that the development of competences is also important in prisons, where staff spend a lot of time with prisoners. They need to have a strong psychological preparation in order to be able to cope successfully with different and unusual situations during their work. Providing learning support materials in topics identified by temselves as essential, we plan to support the progression of their careers and create a dialogue between staff, management and HR.

5.1 Policy workshop

Following the work performed in the previous WP (WP2 “Policy Context Analysis In CCJ Careers,”) where the aim was to identify the policy approach on career guidance for correctional staff (at European and local level) and WP3 (WP3’’Stakeholders Analysis in CCJ Careers’’) which developed the catalogue of career management skills in criminal correctional justice the project started the WP5 which aimed at translating into public policy language the work developed from a lifelong learning perspective. The work was presented under the shape of a public policy at national and European level through certain specific activities. The challenges identified were common, but the responses needed contextualized. Therefore, partners builded the national policy paper to be discussed with the national stakeholders in a national workshop and presented their own recommendations. The consolidated material comprising the national recommendations was discussed in a transnational workshop organized by the WP leader.

The document summarizes several workshops organized by the CCJ4C project to develop recommendations for the development of a career guidance mechanism for prison officers. The workshops involved participants from various European countries and covered topics including recruitment, training, retention, and career advancement. Recommendations from the workshops include a clear career trajectory, defined promotion criteria, and mandatory career counselling mechanisms. The document provides country-specific details and promising practices alongside evaluation feedback from participants. Common issues identified include the lack of staff and training opportunities, low salaries, and burnout. Recommendations include improving recruitment processes, increasing knowledge sharing, and implementing restorative justice. Lastly, the document summarizes feedback given by participants of a seminar and suggestions for future topics.

5.2 European Policy Maker Meeting

The meeting, organised by Romanian Prison Police Tradeunion, was part of the advocacy activities made by the project parters, to get support for promoting career guidance as a much needed tool for lifelong learning, for correctional staff. The meeting was under the from of Practitioners’ master class presenting the modules, the virtual learning environment, and the study cases to the stakeholders from the partners countries and some stakeholders from outside partnership. The Masterclass gathered 49 participants, namely representatives from the European Commission, representatives of the European Parliament, different stakeholders from the nine countries involved in the project, ICPA (International Corrections and Prisons Association), EUROPRIS (European Organisation of Prison and Correctional Services) and EPSU (European Trade Unions for Public Services)

The document covers different topics related to working in the correctional and judicial systems, including career guidance, mental health awareness, and handling different types of crimes. It discusses the importance of providing adequate training, support, and mentorship programs to correctional staff. The use of digital technologies is also highlighted, and policy recommendations are proposed to improve correctional services. The document recommends building transparent and accessible mental health services and engaging families to support the mental health and well-being of inmates. Additionally, it suggests that career counseling should be provided to prison staff to help develop competencies-based profiles and encourage further learning opportunities. Finally, the document provides an overview of different types of crimes and the need for better policies to handle them. It discusses a Masterclass event held in Brussels as part of the WP5 project aimed at developing a career guidance mechanism in correctional and judicial systems. The event was attended by representatives from the European Commission, European Parliament, different stakeholders from nine countries involved in the project, and representatives of project partners. The event aimed to disseminate information about the virtual environment and modules developed within the project. The feedback collected from attendees was critical for assessing the success of the event and identifying areas for improvement. The section also provides information about the survey structure, attendees’ feedback, strengths, weaknesses, and recommendations for improvement. Finally, the section provides an overview of the Corrections Careers Partnership Analysis and Research and its aim of developing a strategy for career guidance for prison staff with the support of technology.

6.1 Project website

Details captured in the 6.2 report

–

6.2 Dissemination tools

–

The document discusses the Communication and Dissemination Plan for the CCJ4C project, which aims to promote and disseminate the European Career Counselling Guidelines for Staff Working in Criminal Correctional Justice System resources. The plan targets criminal correctional justice staff, trade union members, front-line prison and probation practitioners, NGOs, academics, HR managers, and trainers. The partners carried out various dissemination activities, including social media postings, events, and publications, reaching about 10,000 followers and visitors. The document also details efforts made by the CPIP team and various partners to promote the project and lists dissemination activities, including articles, podcasts, videos, and social media posts. The partners also worked on tasks such as website development and designing promotional materials. Overall, the document aims to generate a sustainable and systemic impact on criminal correctional justice systems.

6.3 Parliamentary Committees Meetings

Details captured in the 6.2 report

Throughout the project implementation, advocacy activities were intensified, especially in delivering national policy workshops, public hearings, and engaging with policymakers. Partners engaged in advocacy activities with policy makers from their own nations, such as presenting the project as a best practice in public administration and obtaining support from relevant committees and organizations. They also had the opportunity to present the project in meetings and receive support from European Commission representations. we had our project presented by the German team as best practice in public administration at the Standing Interdepartmental Working Group of EU Officers and AK/ Working Group for German Representatives to Europe with the justice portfolio, through the support of Federal State of Bremen European Representation in Brussels. The Romanian team presented to the Vice Chair of Committee on Employment and Social Affairs and the Head of Cabinet for Vice Chair of Committee on Culture and Education. Another outstanding performance in the advocacy activities, supported by the Portuguese team, was our presence in the Expert Group on European Judicial Training in a Meeting dedicated to the implementation of the European judicial training strategy 2021 – 2024 with the participation of 25 Members from several countries from Europe. We had the opportunity to present to president of workers group into European Economic and Social Committee and president of Employment and Social Affairs Committee of the European Parliament, receiving support from European Commission Representation in Bucharest, through the deputy head of European Commission in Romania. The Italian team has manged to brought the attention to the topic of correctional careers at a European level thanks to the fruitful involvement of the MEP Ignazio Corrao. MEP Corrao has also presented a parliamentary interrogation (visit here) which has received a response (visit here). After coopting the Prison Staff Trade union, the Danish team advocated our project next to the Soth Denmark European Representation in Brussels, obtaining their support, promotion and advice in planning the sequel project.