Throughout his career in corrections, Chuck Seeley has always remembered two things:

“My approach was always to be fair and firm,” Seeley says. “Even back when I started in 1987, I knew that we needed to have a firm, fair and consistent approach to inmate management. Very simply stated, I have always tried to approach my job, with both peers and inmates, in a respectful and considerate manner.”

Recently, the Oregon Department of Corrections (DOC) presented Seeley with the distinguished Amos Reed Award, the department's highest honor. The Amos Reed Award is only presented when a corrections official goes above and beyond expectations – and Seeley is the first person to receive the award since 2000.

The award is named after Amos Reed, a former Oregon Corrections Director who was an expert in corrections and worked tirelessly to advocate for staff training. He was also known for holding inmates accountable for their actions and was a supporter of helping inmates make a smooth transition back into the community.

Seeley, Superintendent of the Warner Creek Correctional Facility, is known throughout the Oregon DOC as a man of integrity, professionalism and advocacy. He is also well known for his work establishing programs for inmates to ease their transition back into the community after their release. Many of these programs pay close attention to the specific needs and cultural differences of each inmate. 

The Corrections Connection recently spoke with Seeley about winning this distinguished award, and his philosophy while working in corrections.

Q: How have you approached your career in corrections?

Seeley: When I started as a parole officer, my approach – even back then - was that the most efficient way to supervise, prepare and manage inmates for transition back into the community is to be able to use a firm and fair approach to inmate management. Anyone in management or corrections or parole – being firm fair and consistent in the application of rules and policies get the respect of anyone you are dealing with.

Before I became superintendent, I was the program services manager at a minimum-security facility. I was there for 10 years, and I was very involved with the community in terms of improving resources in the community for inmates. The focus here in Oregon has been to develop strong transition programs and community resources to try and link institution and community resources together to improve our ability to get inmates back into the community. That was always a focus for me.

Q: What types of programs have you established for inmates to help their transition back into the community after release?

Seeley: One of the things we started was a program called Reach-In, where parole officers would come in before inmates were released and talk to them – tell them about available resources in the community. We also started the African Americans program, which was geared towards helping African American young males transition back into their communities, and we have had great results in that. We help them with employment and cultural barriers they might encounter once they get out. I think we're pretty cutting edge. We also work very closely with parole and probation to make sure they have the resources that they need.

Q: What motivates you?

Seeley: Of course, working with great people has been very inspirational to me. The people that work in corrections are of high quality and character. I think the people I've met doing this work are outstanding and dedicated people, and that is always motivational. Everything I've accomplished was with the help of great people that helped me along the way.

Q: How did it feel to win this award?

Seeley: This is a very prestigious award. It's a special award. Amos Reed was a very special person and was very well respected in a number of states.

I was quite surprised and humbled by getting this award. It's not only a credit to myself. It's due to many people along the way that mentored me and taught me. This is a team award in a lot of ways.

Q: What have you learned throughout your career?

Seeley: I think it I learned about honesty. You have to be honest with people you work with and supervise. Information is not dangerous – people need to know what's going on. People need to be kept apprised of what's happening, they need to know what the goals are and feel as big of a part of the organization as the people at the top. It's all about communication. I think people feel very motivated and involved in corrections, as long as they are informed.