Get Full Government Meeting Transcripts, Videos, & Alerts Forever!
Get email alerts on the Staffing topic
No spam. Unsubscribe anytime.
New jail superintendent sets goal to cut vacancies to 30, highlights training and MAT program
Summary
At his first board meeting, the new superintendent reported average daily population and program metrics, set a goal to reduce vacancies to 30 by Aug. 1 and described new recruitment and wellness committees and training outcomes.
The Prince William-Manassas Regional Jail Board heard its newly seated superintendent outline operational data and a targeted staffing plan at his first meeting.
The superintendent told board members that operational capacity was reported (transcript: "Operational, capacity, was 8 71") and that average daily population figures for recent periods were in the mid-500s. He said the facility currently has roughly 77–78 vacancies including civilians and "just about 70" sworn vacancies. "I'm real passionate about this public safety and the work that I do," he said, and set a personal goal "to have 30 vacancies by, August 1." (Superintendent)
The details the superintendent provided are why the issue matters to operations: he reported zero substantiated PREA incidents in January–February, seven staff completed Crisis Intervention Training, 13 academy graduates, 199 staff completed CPR and first-aid training, and 82 inmates are enrolled in the medication-assisted treatment (MAT) program. He also said the jail has distributed 849 boxes of Narcan since October 2021.
Board members pressed for more detail on vacancy categories and recruiting strategies. The superintendent said the jail is advertising open positions on multiple job boards, has created recruitment and a staff-wellness/morale committee, and reported "about 40 plus applications in the process." He described plans for tours of the facility for board members so they can see reentry, drug treatment and other programs "that the folks here do." (Superintendent)
The superintendent framed the vacancies as a mix of post-COVID attrition and market competition for pay. He said overtime costs reflect the staffing shortfall and that improving pay and morale are priorities to reduce burnout. As next steps he described continued recruitment outreach, committee work on retention and planned tours for board members.
Board members thanked the superintendent for the report and wished him well in his first meeting. There was no formal board action directed at changing policy during this presentation; several members asked to receive more detailed vacancy data for follow-up.
