skip navigation


Register for Latest Research

Stay Informed
Register with NCJRS to receive NCJRS's biweekly e-newsletter JUSTINFO and additional periodic emails from NCJRS and the NCJRS federal sponsors that highlight the latest research published or sponsored by the Office of Justice Programs.

NCJRS Abstract

The document referenced below is part of the NCJRS Virtual Library collection. To conduct further searches of the collection, visit the Virtual Library. See the Obtain Documents page for direction on how to access resources online, via mail, through interlibrary loans, or in a local library.


NCJ Number: 90464 Find in a Library
Title: Lessons Can Be Learned From Corrections' Reduction-In-Force Resulting From Budget Cutbacks
Corporate Author: US Government Accountability Office
General Government Division
United States of America
Date Published: 1983
Page Count: 19
Sponsoring Agency: Azimuth Inc.
Fairmont, WV 26554
US Government Accountability Office
Washington, DC 20548
Sale Source: Azimuth Inc.
1000 Technology Drive, Suite 3120
Fairmont, WV 26554
United States of America
Document: PDF
Language: English
Country: United States of America
Annotation: The District of Columbia reduction-in-force (RIF) in corrections because of budget cutbacks would have had less of an adverse impact if more attention had been paid to employee needs.
Abstract: The 1981 RIF in the D.C. Department of Corrections (D.C. Corrections) triggered a temporary but significant adverse effect on prison operations. Institution security was threatened but adequately maintained, and some services to inmates were temporarily altered. Security staff shortages continued over a year because of unresolved problems between D.C. corrections and D.C. personnel. A number of outside factors created problems which complicated RIF decisions made by D.C. Corrections. Uncertainty of budget levels, plus the recent reorganization of the D.C. Office of Personnel and legal challenges to the RIF by inmates at the maximum-security facility and the employees union affected the implementation of the RIF. Employee morale understandably declined, but D.C. Corrections could have done more to lessen effects. It is recommended that the mayor require D.C. Corrections and the D.C. Office of Personnel to jointly develop a plan to deal with circumstances when the likelihood of a RIF arises. The plan should provide for improving communications with employees likely to be affected by the RIF and developing special programs to provide training, counseling, and assistance to help employees affected by budget cutbacks. The mayor should also require the Office of Personnel to consider whether plans for other departments within the D.C. Government should be developed.
Index Term(s): Correctional personnel; Cutback management; District of Columbia; Employee dismissal
Note: Limited number of free copies are available from GAO. Report to the Mayor of the District of Columbia
To cite this abstract, use the following link:

*A link to the full-text document is provided whenever possible. For documents not available online, a link to the publisher's website is provided. Tell us how you use the NCJRS Library and Abstracts Database - send us your feedback.