Theft
Shoplifting
Stealing
Burglary Car
Theft
"THEFT TALK"™ Board Members
Brad L. Rafish,
President of the Board
On the "THEFT TALK" ™ Board of Directors since 1998 and currently serves as its Chairperson and President.
Steve Houseworth,
Vice President of Board
Counseling Psychologist - Writer - Policy Analyst - "THEFT TALK" Founder
Cam Steigleder,
Secretary of the Board
Community Resource Coordinator
Cari Cousin, Board Member
Community Solutions
Jackie Pride, Board Member
Criminal Justice
Rick Oleksak, Board Member
Teacher
"THEFT TALK"™
Honorary Board Members
Tina Ferguson, Prior Board Member, Director and Counselor
Patrick Murphy, Co-Founder of "THEFT TALK", Teacher
Cheryl Bledsoe, Advisory Board Member, Homeland Security Coordinator
Larry DeLaunay, Advisory Board Member, Juvenile Justice Practitioner/Therapist (Retired)
"THEFT TALK"™ is always on the lookout for prospective Board Members. If you are able to attend a monthly Board Meeting and have skills and dedication to offer please feel free to contact "THEFT TALK"™ to see if a Board Member position is available. You might peruse the "THEFT TALK"™ Board Manual (below) to learn more.
"THEFT TALK"™ Board Manual
Contents:
II. INTRODUCTION TO "THEFT TALK"
A. Welcome
D. Theory
E. Philosophy
III. WHAT BOARD MEMBERS DO
A. Attend Board Meetings and Know How to Actively Participate
B. Set Policy and Establish Goals for Your Administrator to Achieve
C. Provide Guidance to Your Administrator
D. Maintain a Proper Relationship with Staff
E. Ensure Adequate Financing of the Organization
F. Actively Support Your Organization and Administrator
IV. WHAT YOU CAN DO ON YOUR OWN INITIATIVE
A. Individual Tasks Board Members can Assume on Their Own
II. Introduction to "Theft Talk"
A) Welcome
Dear New Board Member,
Thank you for being a board member and making our mission your mission.
As a volunteer board member, you are to be congratulated for your desire to help others. Many people only wish they could make this a better world--but you have taken action to help turn dreams into reality.
The board of directors is intended to be the soul and spirit of our organization.
There is a great sense of power when people come together to achieve a common cause. Making things happen to help people is perhaps the most satisfying part about belonging to our board.
When you give of yourself to enrich the lives of others, you're also enriching your own life.
Don't let little frustrations get you down as you work for our organization. Our mission cannot be accomplished in a day or a year. Your commitment, however, can help get you through the rough times and will enable us to make a real impact on the people we serve.
A committed board is the nucleus of a successful organization. Without your commitment, we may stumble and and struggle--even fail. With your commitment, however, we will change people's lives for the better!
As a prospective Member of the Board of Directors of "THEFT TALK" Counseling Service we thought it might be helpful if you had an orientation manual to explain what ""THEFT TALK"™ is in terms of philosophy and programs, and to explain what the expectations are of Board members.
Board Members are elected and hold office for a term of two years. "THEFT TALK" is a nonprofit organization and does have articles of incorporation and By-Laws which should be read by each prospective Board Member. ( See Section V )
It is protocol for each prospective Board Member to sit in on at least one session - either juvenile or adult.
If you are a Prospective Board Member you should be thinking of what you have to offer and how you can be of assistance to "THEFT TALK". In order to be on the Board two things must occur. First you must decide you wish to be on the Board and second you must be elected. We suggest you not make your decision impulsively. The Board will be looking at you in terms of how you can assist in this philanthropic endeavor.
We do have fun on many occasions. We have had dinners, pot luck, and parties. If you are elected to the "THEFT TALK" family - Congratulations- and WELCOME! If you are not interested - thanks for looking us over!
We sincerely believe that:
"BOARD MEMBERS CAN BE THE SOUL AND SPIRIT OF THE
ORGANIZATION"
Welcome aboard !!!!!!
Back to Board Manual Table of Contents
"THEFT TALK" is a very specialized, unique and innovative organization dedicated to providing services around the issue of stealing. We do not work with the victims of theft, and we do not teach you how to protect yourself from the perils of thievery. We provide services to those who have stolen or who are at risk of being a theft offender. Following is a list of services "THEFT TALK"™ offers:
• Risk Assessments
• Adult Offender Program (age 18 and older)
• Juvenile Offender Program (ages 12-17)
• Young Offender Program (ages 7-11)
• Stopwatch Program (ages 12-17)
• School Assemblies (grades k-12)
• Tri Met Theft of Services (Juveniles only)
• Think Twice (chronic offender program)
• PACT (a diversion program for parents who are not paying child support)
• Private Sessions
• Seminars
• Counselor Certification Training
"THEFT TALK's" School Assembly Program is the only true prevention service we offer. Most of our work is done as practitioners, providing counseling services to the actual offender. Our techniques in both of these areas have proven quite effective.
Back to Board Manual Table of Contents
The underlying concepts of "THEFT TALK" Counseling Service originated in the early 1980's. Two Juvenile Court Counselors felt ineffective working within the juvenile justice system and set out to improve their skills. These men, like the majority of correctional personnel, focused on the deed, stressed consequences and assumed the offender knew what was wrong with stealing. Later, out of personal interest and frustration at watching offenders recycle themselves, they decided to specialize in theft counseling.
Some 105,000 theft offenders later, this exciting program has undergone many changes. Since March of 1983, "THEFT TALK" Counseling Service Inc. has been a nonprofit corporation and actively involved in theft diversion and prevention counseling. As a result of "THEFT TALK's" focus on the specific issue of theft, its staff has become known as the theft prevention/diversion experts in the Portland Metropolitan area.
Over the years, "THEFT TALK" has come to look at the issue of thievery a bit differently than the way it has traditionally been presented and/or perceived by the public. See our web page on our history.
Back to Board Manual Table of Contents
"THEFT TALK's" theory and philosophy are unique, quite specific and specialized. In brief, the message is people are individually responsible for their behavior. They have control over their actions and choices. Often times they make these choices based on misconceptions and/or inadequate information. When the thinking is based on inaccurate information, "thinking errors" occur. When people make choices in this manner they, are likely to make poor choices. "THEFT TALK" emphasizes the need for people to learn how to make informed and insightful decisions -- to make good choices.
"THEFT TALK" deals with the way the offender thinks. We look at what people are thinking, what they are not thinking, and give some suggestions on what they might start thinking about. The offender's thinking just prior to the actual incident has proven to be of great importance.
Premise...
The primary premise of "THEFT TALK" is that most people are not willing to cause injury to others if they are aware of, and fully understand, the injury.
Approach...
Since "THEFT TALK" focuses on thinking, it is natural that our primary approach deals with the issue from the offender's point of view. We strive to understand the logic they use when making their decisions and to increase their awareness of their thinking errors.
Intent...
The intent of the work done is to change the way people perceive stealing.
See our other page on theory and philosophy.
Back to Board Manual Table of Contents
Most of our work centers around the offender's thinking process, choices, and reevaluating the causal model. We reject the majority of the causal models which attempt to explain criminality as "caused" by social, environmental or psychological trauma (clinically termed as post-traumatic stress disorder). Instead, we adhere more closely to the Differential Association Theory. Regardless of up bringing, social setting, and environment we emphasize "choices." The past becomes much less important with this model. We emphasize personal responsibility for each choice we make - taking control of our lives and our future.
See our other page on theory and philosophy.
Back to Board Manual Table of Contents
The primary goal is to reduce the probability that a person will be involved in a theft offense.
To achieve this goal, our objectives are:
OBJECTIVE 1: To assist the client in developing a sense of personal responsibility for each decision made.
OBJECTIVE 2: To inform each client of the injury stealing causes others.
The purpose is to have each client perceive theft in a new way. In this regard, the second objective is to provide each client with specific information and skills to include in his decision making process.
Prior to ending a session, each client will associate stealing with injury to others.
OBJECTIVE 3: To have each client consider the value he places on other human beings.
This third objective entails having the clients look into themselves, and weigh the value placed on SELF versus the value placed on OTHERS. The focus is on building an OTHERS image.
Back to Board Manual Table of Contents
Anyone can be referred to "THEFT TALK" and anyone can attend. Most kids who attend the Juvenile programs are referred by the Youth Service Centers in Portland; Portland Public Schools; Clackamas, Multnomah and Yamhill County Juvenile Courts.
Most adults are referred to "THEFT TALK" by Circuit, District Courts and Municipal Courts; probation officers; and attorneys Presently Multnomah, Clackamas and Yamhill Counties refer regularly.
We designed the School Assembly Program primarily to prevent kids from initially being involved in theft. While it may help kids who have been involved in minor theft, it is not intended to be a treatment program for those already deemed delinquent. We passively market this program throughout Oregon and Washington. We have an annual contract with Portland Public Schools to provide assemblies within their district. We do have brochures- don't hesitate to ask to see one.
For most offenders, jail (or detention) is no longer an option. Police, security, courts and even parents are often frustrated, not knowing what can be done. "THEFT TALK" is an option often used as the alternative.
Back to Board Manual Table of Contents
H) To learn more about "THEFT TALK"
• Read our Procedures Manual
• Read our Teachers Training Manual
• Read our School Assembly brochure
• Read our Juvenile Offender Packet
• Read our Adult Offender Packet
• Read our School Assembly transcript
• Read our Lesson Plans for teachers
• Read our Follow up suggestions for parents
• Read the large variety of news stories
• Read the book "INSIDE THE CRIMINAL MIND"
• View our VCR tape of TV news stories
• View our VCR tape of the School Assembly
• Sit in our office and see how we operate
• Attend several adult and juvenile sessions
• Attend a school assembly
Back to Board Manual Table of Contents
III. What Board Members Do
A) Attend Board Meetings and Know How to Actively Participate
Individual board members should attend board meetings and actively participate, serve on committees and act as officers.
Meeting attendance and participation is perhaps the most basic board responsibility. If you can't attend a meeting please extend the courtesy of calling the main office. Your attendance is very important.
Official board business can only take place at meetings. So in order to be an active member, you must attend.
If you truly want to help the people served by your organization, you must be familiar with the meeting process, be able to make good motions, and know elementary procedure.
Back to Board Manual Table of Contents
B) Set Policy and Establish Goals for Your Administrator to Achieve
Board members, acting as a group, set policies and goals for the administrator to implement and achieve. It's also important to understand that board members do not take action as individuals--they must act as a team. Board members who take board actions without the approval of the full board seriously damage their organizations.
Board members do not carry out policy. That's why you hired an administrator. Let your administrator implement your decisions.
The board: 1) makes policy, 2) directs the administrator to implement policy and 3) monitor implementation and outcome of policy.
Board policies determine what the organization will do. The administrator implements policy and determines what individual employees will do for the organization in carrying out board policy.
The board has the ultimate responsibility for board policy. But there's a need for administrator and staff input to develop these policies.
Governing your organization should be a team effort between the administrator and board members. But even the best teams assign specific jobs to team members. Each has responsibilities to help the team succeed.
Board members and administrator must work together to set common goals so the administrator has no doubt what you expect him or her to accomplish. Then stand back and let your administrator accomplish those goals.
Back to Board Manual Table of Contents
C) Provide Guidance to Your Administrator
One of the primary responsibilities of a board is to support the administrator not to give him or her daily orders. Board members must play an active role in supporting the organization and the administrator. To maintain good relations with the administrator-- and keep yourself from infringing on the administrator's role -- you have to know and respect the administrator's role as a manager of the organization. Give your administrator feed back and then let him or her freely manage day to day business.
To function as a good board member, you not only need to know your own role -- you also need to know your administrator's role
Your administrator fills these management functions:
1. Planning. Although the board makes long-range plans (2-10 years) , the administrator is responsible for making short-term plans to fulfill the current year's budget and objectives.
2. Organizing. An administrator must organize an internal structure to help him or her deliver your organizations services. Frequently, board members want to say in what kind of staff positions are created. For example, a board member might think your priority should be to hire a public relations person -- yet the administrator may want to hire a business manager. As a manager, your administrator should be able to create the kinds of positions and internal structure he or she deems necessary.
3. Staffing. Your administrator is in charge of hiring and firing staff members. The board is in charge of hiring and firing the administrator.
As a board member, you judge your administrator by the performance of the entire organization--not of individual staff. Let your administrator assess the performance of individual staff members.
4. Directing and Leading. An administrator motivates staff. He/she should inspire them, give them direction and communicate well with them.
Although board members are leaders of the entire organization, they are not leaders of the staff. Your administrator directs and leads staff. As a board member, you direct and lead your organization through your administrator.
5. Controlling. The administrator measures and corrects the activities of staff members and controls the spending of the current budget.
It is tempting for board members--when they see that something's not quite right -- to jump in and control what goes on . For example, if expenses are too high, a board member might want to order a reduction in staff. That would be wrong, however, because the administrator is in charge of controlling staff and how the current budget is spent.
The most important point for board members to learn is to stand back and give the administrator the opportunity to manage--to fulfill the administrator's role.
But evaluate your administrator's performance as a manager by assessing what the entire organization has done. As long as you get what you want, let your administrator do it his/her way. If something is bothering you as a board member, it's just good common sense to talk to your administrator about it --one to one. Then your problem has a high likelihood of being quickly resolved. At the very least, you'll know the administrator's point of view.
To maintain healthy administrator/board relations, it's essential to address controversial issues before they make it to the full board. Board members can't act as individuals. They must speak with one voice--so the administrator can have one boss--not five.
Back to Board Manual Table of Contents
D) Maintain a Proper Relationship with Staff
One of a board's most perplexing problems is its relationship to staff. As a rule, board members do not manage staff. The administrator does.
The only staff person hired, managed and evaluated by the board is the administrator. Next time you're tempted to intervene in a staff matter, remember that you hired an administrator to solve problems for you. Don't look over the administrator's shoulder--let him or her solve it for you.
Two simple rules of thumb for board/staff relations are:
1) All communication between the board and staff should be channeled through the administrator first.
2) Boards do not manage staff, administrators do.
The board hires the best person to administer the organization and then delegates all other staff hiring to the administrator. The board should not interview or evaluate staff. Those are the administrator's jobs.
On occasion, it may be highly tempting for your board to step in and run things. After all, you probably know how to solve problems as well as anyone. But the board running the show is like having ten bosses. It may be an uncomfortable feeling--not being at the day-to-day controls of your organization--but that's your proper role.
Who's responsible for personnel?
AREA OF RESPONSIBILITY
BOARD ROLE
ADMINISTRATOR ROLE
Hiring of staff
No role
Approves all hiring
Staff role deployment
No role
Deploys staff assignments
Staff termination decisions
No role
Makes termination decisions
Staff grievances
No role
Ex. Director makes final
Personnel & Office Policies
Adopts
Recommends & administers
Staff salaries
No role
Determines salary
Staff evaluation
Evaluates Administrator
Evaluates all other staff
Back to Board Manual Table of Contents
E) Ensure Adequate Financing of the Organization
Board members must ensure that their organization has adequate finances.
No board can set policy and make plans for the future without assessing the need for financing. If necessary, you may be called on to personally contribute your influence and resources to assure that your organization has enough money to carry out your policy directives.
A board has two major responsibilities when it comes to finance:
1) The board should delegate implementation of the financial policies to the administrator. As a board member, you should find a purpose for your organization, define it on paper, share it with your administrator, fund it -- and then let your administrator make things happen!
It's the administrator's job to spend the budget money to buy programs and services. Boards must hire administrators they trust--and then must allow their administrators to make spending decisions within the budget limits.
2) The board should monitor financial outcomes. The second financial responsibility of a board member is to measure results of the administrator's spending. Board members have always been haunted by financial worries--is spending being done wisely? Are there any financial problems we don't know about? Will we have enough money to pay the bill? Some board members are tempted to roll up their sleeves and dig into financial records just answer their concerns. But that's not the board's roll. Remember, the board monitors financial outcomes.
Ask your administrator for "bottom line" explanations of basic financial questions:
*Are we on target with our planned expenses and revenues?
*Are we financially solvent (money in the bank to pay expenses)?
*Will we have income to meet future expenses?
The answers your administrator provides will help you assess how the money budgeted is being spent.
The board is responsible for finance. But you can meet that responsibility most efficiently if you delegate the hands-on management of finance to the administrator and then monitor the results, the board does not need to know where every cent went.
Back to Board Manual Table of Contents
F) Actively Support Your Organization and Administrator
Individual board members should be "Number One" supporters of their organizations--giving their time, influence and resources to help accomplish important goals. Your personal skills are valuable to your administrator and organization. Remember, when you consult, you're working as an individual volunteer--not as a board member. Like anyone who volunteers to do work for your organization, you are under the direct control of the administrator.
It's a little tricky to remember that your role changes from board member to volunteer when you do non-board work. But the rewards are well worth it! Board members serve their organization in two roles--as policy makers and volunteer consultants to the administrator.
The two roles should not be mixed. To keep them separate, imagine you have two hats.......
Your first hat is your policy maker hat, worn only when you meet with the full board to set direction for your organization. When you wear this hat, you and the rest of the board have full responsibility for your organization.
Your second hat is your consultant hat, to be worn when you volunteer to help with staff-level duties. You have no more authority than any other staff member, and in fact, report to the administrator.
The board gives the administrator authority to manager the organization. A board member, acting as a volunteer consultant, should remember his or her "temporary boss" is the administrator.
In which areas does your organization need volunteers? What skills do you have that might help fill this need? Talk to your administrator!
Back to Board Manual Table of Contents
G) Make an Outline of Long-term Goals for Your Organization
Board members, acting as a team, should make a written plan that outlines the long term future of the organization (more than one year). The future of your organization is in your hands. As a board team, you're responsible for setting the long-term direction for your organization.
The board should spend time on your organization's big problems--improving funding, meeting increased demand for your services, lobbying, boosting your organization's community image, and planning growth for the future. It's easy to look ahead to the coming year and see some of the issues and problems you'll be dealing with. But what do you want your organization to be like two years from now or even five years from now?
If you don't plan now, you can have the kind of organization and services you want--not something forced on you by finances or circumstance.
Back to Board Manual Table of Contents
The board is routinely involved in a board project. These projects are designed to: 1) benefit "Theft Talk", 2) help board members be active participants, (not passive bureaucrats) and 3) increase board member awareness of what "Theft Talk" is all about .
For a list of possible activities see Appendix A. Also, feel free to suggest board projects which you feel would be worthy.
Back to Board Manual Table of Contents
IV. What You Can Do On Your Own Initiative
A) Individual Tasks Board Members can Assume on Their Own
"THEFT TALK" has had a Board of Directors since its inception. Originally the board has been a token board which was in existence to meet legal requirements and yet was not involved in the process of "Directing" its growth. As time went on and the program grew it seemed logical that the Board become more active and involved in "THEFT TALK's" Development. In 1986 the decision was made to expand the Board of Directors and to have monthly meetings. The intent is to have a working Board - not an administrative Board.
Presently the Board is still considered a working Board and in fact new members coming onto the Board are expected to be doers and willing to help in some way. We do not expect hours and hours monthly but some output is important.
Last updated:
"THEFT TALK"™ -- since 1983
"THEFT TALK"™ Counseling Service, Inc.
3705 SE 39th, Portland, OR 97202
(503) 771-2542 or 
Send e-mail to "THEFT TALK" ™ at questions@thefttalk.com
Copyright © 1998-2006"THEFT TALK"™ Counseling Service Inc., All Rights Reserved
Theft
Shoplifting
Stealing
Burglary Car
Theft
"THEFT TALK"™ Board Members
Brad L. Rafish,
President of the Board
On the "THEFT TALK" ™ Board of Directors since 1998 and currently serves as its Chairperson and President.
Steve Houseworth,Vice President of Board
Counseling Psychologist - Writer - Policy Analyst - "THEFT TALK" Founder
Cam Steigleder,Secretary of the Board
Community Resource Coordinator
Cari Cousin, Board Member
Community Solutions
Jackie Pride, Board Member
Criminal Justice
Rick Oleksak, Board Member
Teacher
"THEFT TALK"™
Honorary Board Members
Tina Ferguson, Prior Board Member, Director and CounselorPatrick Murphy, Co-Founder of "THEFT TALK", Teacher
Cheryl Bledsoe, Advisory Board Member, Homeland Security Coordinator
Larry DeLaunay, Advisory Board Member, Juvenile Justice Practitioner/Therapist (Retired)
"THEFT TALK"™ Board Manual Contents:
II. INTRODUCTION TO "THEFT TALK"
A. WelcomeD. Theory
E. Philosophy
III. WHAT BOARD MEMBERS DO
A. Attend Board Meetings and Know How to Actively ParticipateB. Set Policy and Establish Goals for Your Administrator to Achieve
C. Provide Guidance to Your Administrator
D. Maintain a Proper Relationship with Staff
E. Ensure Adequate Financing of the Organization
F. Actively Support Your Organization and Administrator
IV. WHAT YOU CAN DO ON YOUR OWN INITIATIVE
A. Individual Tasks Board Members can Assume on Their Own
II. Introduction to "Theft Talk"
A) Welcome
Dear New Board Member,Thank you for being a board member and making our mission your mission.
As a volunteer board member, you are to be congratulated for your desire to help others. Many people only wish they could make this a better world--but you have taken action to help turn dreams into reality.
The board of directors is intended to be the soul and spirit of our organization.
There is a great sense of power when people come together to achieve a common cause. Making things happen to help people is perhaps the most satisfying part about belonging to our board.
When you give of yourself to enrich the lives of others, you're also enriching your own life.
Don't let little frustrations get you down as you work for our organization. Our mission cannot be accomplished in a day or a year. Your commitment, however, can help get you through the rough times and will enable us to make a real impact on the people we serve.
A committed board is the nucleus of a successful organization. Without your commitment, we may stumble and and struggle--even fail. With your commitment, however, we will change people's lives for the better!
As a prospective Member of the Board of Directors of "THEFT TALK" Counseling Service we thought it might be helpful if you had an orientation manual to explain what ""THEFT TALK"™ is in terms of philosophy and programs, and to explain what the expectations are of Board members.
Board Members are elected and hold office for a term of two years. "THEFT TALK" is a nonprofit organization and does have articles of incorporation and By-Laws which should be read by each prospective Board Member. ( See Section V )
It is protocol for each prospective Board Member to sit in on at least one session - either juvenile or adult.
If you are a Prospective Board Member you should be thinking of what you have to offer and how you can be of assistance to "THEFT TALK". In order to be on the Board two things must occur. First you must decide you wish to be on the Board and second you must be elected. We suggest you not make your decision impulsively. The Board will be looking at you in terms of how you can assist in this philanthropic endeavor.
We do have fun on many occasions. We have had dinners, pot luck, and parties. If you are elected to the "THEFT TALK" family - Congratulations- and WELCOME! If you are not interested - thanks for looking us over!
We sincerely believe that:
"BOARD MEMBERS CAN BE THE SOUL AND SPIRIT OF THE
ORGANIZATION"
Welcome aboard !!!!!!
Back to Board Manual Table of Contents
"THEFT TALK" is a very specialized, unique and innovative organization dedicated to providing services around the issue of stealing. We do not work with the victims of theft, and we do not teach you how to protect yourself from the perils of thievery. We provide services to those who have stolen or who are at risk of being a theft offender. Following is a list of services "THEFT TALK"™ offers:
• Risk Assessments
• Adult Offender Program (age 18 and older)
• Juvenile Offender Program (ages 12-17)
• Young Offender Program (ages 7-11)
• Stopwatch Program (ages 12-17)
• School Assemblies (grades k-12)
• Tri Met Theft of Services (Juveniles only)
• Think Twice (chronic offender program)
• PACT (a diversion program for parents who are not paying child support)
• Private Sessions
• Seminars• Counselor Certification Training
"THEFT TALK's" School Assembly Program is the only true prevention service we offer. Most of our work is done as practitioners, providing counseling services to the actual offender. Our techniques in both of these areas have proven quite effective.
Back to Board Manual Table of Contents
The underlying concepts of "THEFT TALK" Counseling Service originated in the early 1980's. Two Juvenile Court Counselors felt ineffective working within the juvenile justice system and set out to improve their skills. These men, like the majority of correctional personnel, focused on the deed, stressed consequences and assumed the offender knew what was wrong with stealing. Later, out of personal interest and frustration at watching offenders recycle themselves, they decided to specialize in theft counseling.
Some 105,000 theft offenders later, this exciting program has undergone many changes. Since March of 1983, "THEFT TALK" Counseling Service Inc. has been a nonprofit corporation and actively involved in theft diversion and prevention counseling. As a result of "THEFT TALK's" focus on the specific issue of theft, its staff has become known as the theft prevention/diversion experts in the Portland Metropolitan area.
Over the years, "THEFT TALK" has come to look at the issue of thievery a bit differently than the way it has traditionally been presented and/or perceived by the public. See our web page on our history.
Back to Board Manual Table of Contents
"THEFT TALK's" theory and philosophy are unique, quite specific and specialized. In brief, the message is people are individually responsible for their behavior. They have control over their actions and choices. Often times they make these choices based on misconceptions and/or inadequate information. When the thinking is based on inaccurate information, "thinking errors" occur. When people make choices in this manner they, are likely to make poor choices. "THEFT TALK" emphasizes the need for people to learn how to make informed and insightful decisions -- to make good choices.
"THEFT TALK" deals with the way the offender thinks. We look at what people are thinking, what they are not thinking, and give some suggestions on what they might start thinking about. The offender's thinking just prior to the actual incident has proven to be of great importance.
Premise...
The primary premise of "THEFT TALK" is that most people are not willing to cause injury to others if they are aware of, and fully understand, the injury.
Approach...
Since "THEFT TALK" focuses on thinking, it is natural that our primary approach deals with the issue from the offender's point of view. We strive to understand the logic they use when making their decisions and to increase their awareness of their thinking errors.
Intent...
The intent of the work done is to change the way people perceive stealing.
See our other page on theory and philosophy.
Back to Board Manual Table of Contents
Most of our work centers around the offender's thinking process, choices, and reevaluating the causal model. We reject the majority of the causal models which attempt to explain criminality as "caused" by social, environmental or psychological trauma (clinically termed as post-traumatic stress disorder). Instead, we adhere more closely to the Differential Association Theory. Regardless of up bringing, social setting, and environment we emphasize "choices." The past becomes much less important with this model. We emphasize personal responsibility for each choice we make - taking control of our lives and our future.
See our other page on theory and philosophy.
Back to Board Manual Table of Contents
The primary goal is to reduce the probability that a person will be involved in a theft offense.
To achieve this goal, our objectives are:
OBJECTIVE 1: To assist the client in developing a sense of personal responsibility for each decision made.
OBJECTIVE 2: To inform each client of the injury stealing causes others.
The purpose is to have each client perceive theft in a new way. In this regard, the second objective is to provide each client with specific information and skills to include in his decision making process.
Prior to ending a session, each client will associate stealing with injury to others.
OBJECTIVE 3: To have each client consider the value he places on other human beings.
This third objective entails having the clients look into themselves, and weigh the value placed on SELF versus the value placed on OTHERS. The focus is on building an OTHERS image.
Back to Board Manual Table of Contents
Anyone can be referred to "THEFT TALK" and anyone can attend. Most kids who attend the Juvenile programs are referred by the Youth Service Centers in Portland; Portland Public Schools; Clackamas, Multnomah and Yamhill County Juvenile Courts.
Most adults are referred to "THEFT TALK" by Circuit, District Courts and Municipal Courts; probation officers; and attorneys Presently Multnomah, Clackamas and Yamhill Counties refer regularly.
We designed the School Assembly Program primarily to prevent kids from initially being involved in theft. While it may help kids who have been involved in minor theft, it is not intended to be a treatment program for those already deemed delinquent. We passively market this program throughout Oregon and Washington. We have an annual contract with Portland Public Schools to provide assemblies within their district. We do have brochures- don't hesitate to ask to see one.
For most offenders, jail (or detention) is no longer an option. Police, security, courts and even parents are often frustrated, not knowing what can be done. "THEFT TALK" is an option often used as the alternative.
Back to Board Manual Table of Contents
H) To learn more about "THEFT TALK"
• Read our Procedures Manual
• Read our Teachers Training Manual
• Read our School Assembly brochure
• Read our Juvenile Offender Packet
• Read our Adult Offender Packet
• Read our School Assembly transcript
• Read our Lesson Plans for teachers
• Read our Follow up suggestions for parents
• Read the large variety of news stories
• Read the book "INSIDE THE CRIMINAL MIND"
• View our VCR tape of TV news stories
• View our VCR tape of the School Assembly
• Sit in our office and see how we operate
• Attend several adult and juvenile sessions
• Attend a school assembly
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III. What Board Members Do
A) Attend Board Meetings and Know How to Actively Participate
Individual board members should attend board meetings and actively participate, serve on committees and act as officers.
Meeting attendance and participation is perhaps the most basic board responsibility. If you can't attend a meeting please extend the courtesy of calling the main office. Your attendance is very important.
Official board business can only take place at meetings. So in order to be an active member, you must attend.
If you truly want to help the people served by your organization, you must be familiar with the meeting process, be able to make good motions, and know elementary procedure.
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B) Set Policy and Establish Goals for Your Administrator to Achieve
Board members, acting as a group, set policies and goals for the administrator to implement and achieve. It's also important to understand that board members do not take action as individuals--they must act as a team. Board members who take board actions without the approval of the full board seriously damage their organizations.
Board members do not carry out policy. That's why you hired an administrator. Let your administrator implement your decisions.
The board: 1) makes policy, 2) directs the administrator to implement policy and 3) monitor implementation and outcome of policy.
Board policies determine what the organization will do. The administrator implements policy and determines what individual employees will do for the organization in carrying out board policy.
The board has the ultimate responsibility for board policy. But there's a need for administrator and staff input to develop these policies.
Governing your organization should be a team effort between the administrator and board members. But even the best teams assign specific jobs to team members. Each has responsibilities to help the team succeed.
Board members and administrator must work together to set common goals so the administrator has no doubt what you expect him or her to accomplish. Then stand back and let your administrator accomplish those goals.
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C) Provide Guidance to Your Administrator
One of the primary responsibilities of a board is to support the administrator not to give him or her daily orders. Board members must play an active role in supporting the organization and the administrator. To maintain good relations with the administrator-- and keep yourself from infringing on the administrator's role -- you have to know and respect the administrator's role as a manager of the organization. Give your administrator feed back and then let him or her freely manage day to day business.
To function as a good board member, you not only need to know your own role -- you also need to know your administrator's role
Your administrator fills these management functions:
1. Planning. Although the board makes long-range plans (2-10 years) , the administrator is responsible for making short-term plans to fulfill the current year's budget and objectives.2. Organizing. An administrator must organize an internal structure to help him or her deliver your organizations services. Frequently, board members want to say in what kind of staff positions are created. For example, a board member might think your priority should be to hire a public relations person -- yet the administrator may want to hire a business manager. As a manager, your administrator should be able to create the kinds of positions and internal structure he or she deems necessary.
3. Staffing. Your administrator is in charge of hiring and firing staff members. The board is in charge of hiring and firing the administrator.
As a board member, you judge your administrator by the performance of the entire organization--not of individual staff. Let your administrator assess the performance of individual staff members.
4. Directing and Leading. An administrator motivates staff. He/she should inspire them, give them direction and communicate well with them.
Although board members are leaders of the entire organization, they are not leaders of the staff. Your administrator directs and leads staff. As a board member, you direct and lead your organization through your administrator.
5. Controlling. The administrator measures and corrects the activities of staff members and controls the spending of the current budget.
It is tempting for board members--when they see that something's not quite right -- to jump in and control what goes on . For example, if expenses are too high, a board member might want to order a reduction in staff. That would be wrong, however, because the administrator is in charge of controlling staff and how the current budget is spent.
The most important point for board members to learn is to stand back and give the administrator the opportunity to manage--to fulfill the administrator's role.
But evaluate your administrator's performance as a manager by assessing what the entire organization has done. As long as you get what you want, let your administrator do it his/her way. If something is bothering you as a board member, it's just good common sense to talk to your administrator about it --one to one. Then your problem has a high likelihood of being quickly resolved. At the very least, you'll know the administrator's point of view.
To maintain healthy administrator/board relations, it's essential to address controversial issues before they make it to the full board. Board members can't act as individuals. They must speak with one voice--so the administrator can have one boss--not five.
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D) Maintain a Proper Relationship with Staff
One of a board's most perplexing problems is its relationship to staff. As a rule, board members do not manage staff. The administrator does.
The only staff person hired, managed and evaluated by the board is the administrator. Next time you're tempted to intervene in a staff matter, remember that you hired an administrator to solve problems for you. Don't look over the administrator's shoulder--let him or her solve it for you.
Two simple rules of thumb for board/staff relations are:
1) All communication between the board and staff should be channeled through the administrator first.
2) Boards do not manage staff, administrators do.
The board hires the best person to administer the organization and then delegates all other staff hiring to the administrator. The board should not interview or evaluate staff. Those are the administrator's jobs.
On occasion, it may be highly tempting for your board to step in and run things. After all, you probably know how to solve problems as well as anyone. But the board running the show is like having ten bosses. It may be an uncomfortable feeling--not being at the day-to-day controls of your organization--but that's your proper role.
Who's responsible for personnel?
AREA OF RESPONSIBILITY
BOARD ROLE
ADMINISTRATOR ROLE
Hiring of staff
No role
Approves all hiring
Staff role deployment
No role
Deploys staff assignments
Staff termination decisions
No role
Makes termination decisions
Staff grievances
No role
Ex. Director makes final
Personnel & Office Policies
Adopts
Recommends & administers
Staff salaries
No role
Determines salary
Staff evaluation
Evaluates Administrator
Evaluates all other staff
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E) Ensure Adequate Financing of the Organization
Board members must ensure that their organization has adequate finances.
No board can set policy and make plans for the future without assessing the need for financing. If necessary, you may be called on to personally contribute your influence and resources to assure that your organization has enough money to carry out your policy directives.
A board has two major responsibilities when it comes to finance:
1) The board should delegate implementation of the financial policies to the administrator. As a board member, you should find a purpose for your organization, define it on paper, share it with your administrator, fund it -- and then let your administrator make things happen!It's the administrator's job to spend the budget money to buy programs and services. Boards must hire administrators they trust--and then must allow their administrators to make spending decisions within the budget limits.
2) The board should monitor financial outcomes. The second financial responsibility of a board member is to measure results of the administrator's spending. Board members have always been haunted by financial worries--is spending being done wisely? Are there any financial problems we don't know about? Will we have enough money to pay the bill? Some board members are tempted to roll up their sleeves and dig into financial records just answer their concerns. But that's not the board's roll. Remember, the board monitors financial outcomes.
Ask your administrator for "bottom line" explanations of basic financial questions:
*Are we on target with our planned expenses and revenues?
*Are we financially solvent (money in the bank to pay expenses)?
*Will we have income to meet future expenses?
The answers your administrator provides will help you assess how the money budgeted is being spent.
The board is responsible for finance. But you can meet that responsibility most efficiently if you delegate the hands-on management of finance to the administrator and then monitor the results, the board does not need to know where every cent went.
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F) Actively Support Your Organization and Administrator
Individual board members should be "Number One" supporters of their organizations--giving their time, influence and resources to help accomplish important goals. Your personal skills are valuable to your administrator and organization. Remember, when you consult, you're working as an individual volunteer--not as a board member. Like anyone who volunteers to do work for your organization, you are under the direct control of the administrator.
It's a little tricky to remember that your role changes from board member to volunteer when you do non-board work. But the rewards are well worth it! Board members serve their organization in two roles--as policy makers and volunteer consultants to the administrator.
The two roles should not be mixed. To keep them separate, imagine you have two hats.......
Your first hat is your policy maker hat, worn only when you meet with the full board to set direction for your organization. When you wear this hat, you and the rest of the board have full responsibility for your organization.
Your second hat is your consultant hat, to be worn when you volunteer to help with staff-level duties. You have no more authority than any other staff member, and in fact, report to the administrator.
The board gives the administrator authority to manager the organization. A board member, acting as a volunteer consultant, should remember his or her "temporary boss" is the administrator.
In which areas does your organization need volunteers? What skills do you have that might help fill this need? Talk to your administrator!
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G) Make an Outline of Long-term Goals for Your Organization
Board members, acting as a team, should make a written plan that outlines the long term future of the organization (more than one year). The future of your organization is in your hands. As a board team, you're responsible for setting the long-term direction for your organization.
The board should spend time on your organization's big problems--improving funding, meeting increased demand for your services, lobbying, boosting your organization's community image, and planning growth for the future. It's easy to look ahead to the coming year and see some of the issues and problems you'll be dealing with. But what do you want your organization to be like two years from now or even five years from now?
If you don't plan now, you can have the kind of organization and services you want--not something forced on you by finances or circumstance.
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The board is routinely involved in a board project. These projects are designed to: 1) benefit "Theft Talk", 2) help board members be active participants, (not passive bureaucrats) and 3) increase board member awareness of what "Theft Talk" is all about .
For a list of possible activities see Appendix A. Also, feel free to suggest board projects which you feel would be worthy.
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IV. What You Can Do On Your Own Initiative
A) Individual Tasks Board Members can Assume on Their Own
"THEFT TALK" has had a Board of Directors since its inception. Originally the board has been a token board which was in existence to meet legal requirements and yet was not involved in the process of "Directing" its growth. As time went on and the program grew it seemed logical that the Board become more active and involved in "THEFT TALK's" Development. In 1986 the decision was made to expand the Board of Directors and to have monthly meetings. The intent is to have a working Board - not an administrative Board.
Presently the Board is still considered a working Board and in fact new members coming onto the Board are expected to be doers and willing to help in some way. We do not expect hours and hours monthly but some output is important.
Last updated:
"THEFT TALK"™ -- since 1983
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"THEFT TALK"™ Counseling Service, Inc.
3705 SE 39th, Portland, OR 97202 (503) 771-2542 or