1998 Colorado Dept of Corrections Annual Report

TABLE OF CONTENTS

Map of DOC Facilities AFrom the Director...John W. Suthers BSpecial Thanks BCorrectional Services 1

Region I — Carl Zenon 1Colorado Territorial Correctional Facility 1Centennial Correctional Facility 1Colorado State Penitentiary 2Fremont Correctional Facility 2Canon Minimum Centers 3

Arrowhead Correctional CenterFour Mile Correctional CenterSkyline Correctional CenterPre-Release Center

Region 2 — Mary West, Ed.D 4Colorado Women's Correctional Facility 4Arkansas Valley Correctional Facility 4San Carlos Correctional Facility 5Youthful Offender System 5Colorado Correctional Center 6Pueblo Minimum Center 6Denver Reception & Diagnostic Center 7Denver Women's Correctional Facility 7

Region 3 — Gerald M. Gasko 8Delta Correctional Center 8Colorado Corrections Alternative Program 8Limon Correctional Facility 9Trinidad Correctional Facility 9Buena Vista Correctional Facility 10Buena Vista Minimum Center 10

Rifle Correctional Center 11Sterling Correctional Facility 11

Colorado Corrections Training Academy 12Division of Community Corrections 12Correctional Support Services 13-15Correctional Industries 16-17Division of Correctional Education 18Central Administration 19, 22Organizational Structure 20-21Colorado DOC Staffing 22Finance & General Administration 23-24Division of Adult Parole Supervision 25Clinical Services 26Average Jurisdictional Population (1994 through 1998) 26DOC Special People in 1998 271998 by the Numbers 28-43

Budget in Millions of $ 28Commitments 29-33

Prison Populations 34Admissions/Releases 35-37Comparisons of Prison Population Projections 37Escapes/Incidents 38-39Offenses 40Releases 41Recidivism Rates 42

Return Rates 42

Comparison of Inmate Custody Classifications 42Offender Profile by Gender 43

Cover Legend 43Acknowledgements Back Cover

MAP OF DOC FACILITIES

Map of Colorado Correctional FacilitiesSTATE OF COLORADO

DOC FACILITIES

1. Rifle Correctional Center

2. Delta Correctional Center

3. Buena Vista Correctional Facility4. Colo. Correctional Alternative Prog. (Boot Camp)5. Colorado Correctional Center

6. Denver Reception & Diagnostic Center7. Denver Women's Correctional Facility8. Youthful Offender System (at DRDC)9. Colorado Territorial Correctional Facility10. Colorado Women's Facility11. East Canon Complex:

A. Arrowhead Correctional Center

B. Centennial Correctional FacilityC. Colorado State PenitentiaryD. Four Mile Correctional Center

E. Fremont Correctional FacilityF. Pre-Release Correctional Center

G. Skyline Correctional Center12. Pueblo Minimum Center

13. San Carlos Correctional Facility14. Youthful Offender System15. Arkansas Valley Correctional Facility16. Limon Correctional Facility17. Trinidad Correctional Facility18. Sterling Correctional Facility

CONTRACT FACILITIES

19. Bent County Correctional Facility20. Huerfano Correctional Facility21. Crowley County Correctional Facility22. Kit Carson Correctional Facility

CAPACITY YEAR LOCATION SECURITY

192 + 1979 Rifle Minimum

484 + 1964 Delta Minimum

1,118 + 1892 Buena Vista Medium/Restricted-Minimum

100 1991 Buena vista Minimum

150 1969 Golden Minimum

516 + 1991 Denver Maximum

900 * 1998 Denver Mixed

96 1994 Denver -

695 1871 Canon City Medium

274 1968 Canon City Mixed

484 1990 Canon City Restricted-Minimum

336 1980 Canon City Close

756 1993 Canon City Maximum/Close

588 + 1983 Canon City Restricted-Minimum

1,449 + 1962 Canon City Medium

164 1983 Canon City Minimum

200 1964 Canon City Minimum

226 1994 Pueblo Restricted-Minimum

500 + 1995 Pueblo Mixed

480 * 1998 Pueblo -

1,007 1987 Ordway Medium

953 1991 Limon Mixed

480 * 2000 Trinidad Minimum/Restricted-Minimum

2,445 * 1999 Sterling Mixed

735 1993 Las Animas

752 1997 Walsenberg900 * 1998 Olney Springs768 * 1998 Burlington

* Currently under construction or planned. + Currently under expansion.(These figures represent expansion when completed.)

Colorado Department of Corrections A 1998 Annual Report

FROM THE DIRECTOR

1 am very proud to have been appointed by Governor BillOwens as the Executive Director of the Colorado Department ofCorrections. I believe it is a job that fits well with my experiencein the criminal justice system and as a public sector manager.

DOC is a very large department of state government both interms of the number of employees and its operational budget.Our two-fold mission is to protect the public by effectivemanagement of criminal offenders in controlled environmentsand to do the best we can, with the resources provided, to assistoffenders with successful community reintegration. We owe it tothe Colorado taxpayers to carry out our mission as efficiently andcost effectively as possible. The work of DOC is very importantto public safety, and I am pleased to be a part of it.

As this report demonstrates, the demands on DOC and itsemployees are continuing to increase as the Department grows

larger. But the report also demonstrates that DOC employees are meeting those demands witha high level of professionalism and correctional excellence. They are enthusiasticallyresponding to my stated goal of making Colorado's Department of Corrections the best in theUnited States.

I hope you will find the 1998 Annual Report interesting and informative.

W. ^j3XsLAj^John W. Suthers

Executive Director

THANK YOU, MR. ZAVARAS!

Aristedes W. Zavaras served as Executive Director of theColorado Department of Corrections from April 1993 throughDecember, 1998, the longest in the department's more than 20year history. He has gone on to serve as the Executive Directorof the Colorado Departmentof Public Safety. The DOC wishes toacknowledge Mr. Zavaras' enormous contribution to our agencythrough nearly six years of stable, yet dynamic and energeticleadership. During his tenure, the DOC improved its operationsin terms of efficiency, effectiveness and the pursuit of excellence.

We even named an escape team bloodhound puppy after him- the dog still works here.

BColorado Department of Corrections

CORRECTIONAL SERVICESmm

The Deputy Director for Correctional Services, Larry Trujillo, served in 1998 as appointingauthority with overall responsibility for DOC facilities/centers organized into three regions, as well asFood Service Administration, the Division of Program Services, and the Division of CorrectionalIndustries and Correctional Support Services.

REGION I — Director Carl Zenon

Colorado Territorial Correctional Facility (CTCF), the oldestColorado correctional facility, has operated continuously sinceoriginally beingopened as a territorial prison in 1871. In

1998, a $4.5 million double-occupancy expansion project was completed whichadded 94 medium security beds in permanent operating capacity to the adult malefacility. The project included life safety upgrades (fire alarm/smoke detection systems)and other enhancements to Cellhouse 7 (CTCF's largest cellhouse, housing 292inmates); construction of a new academic center; renovation of the general library;and lead abatement and installation of electronic door controls in Cellhouse 3.

CTCF provides long-term housing to the geriatric offender in response to the state'saging correctional population; extended care for the medically restricted; a 32-bedinfirmary serving all DOC facilities; and the first licensed hospice program in a

COLORADO TERRITORIAL

CORRECTIONAL FACILITY

Warden Larry Embry

Address: 275 West Highway 50P.O. Box 1010

Canon City, CO 81215-1010

Telephone: (719)269-4002

Security Level: Medium

Opened: 1871 (Territorial Prison)

Beds: 575 male, plus a 120-bed centraltransition unit (all male) and a 32-bed

infirmary (housing all security levelsand both male and female offenders)

Offender Cost Per Day: $73.42

Offender Work Assignments:Facility maintenance and food service

operations, Correctional Industries' tag/tab and production dental lab operations.

Special Programs: Vocational dental laband janitorial (including an industrial

housekeeping apprenticeship); academicand substance abuse treatment.

correctional setting in thenation for care of the

terminally ill offender.Correctional Industries

provides employment inthe license plate plant and,for the developmentallydisabled, in the tab plant.Both will gear upsignificantly in early 1999to meet the productionneeds of Colorado's

upcoming statewidereissue of license plates.

Centennial Correctional Facility (CCF)opened in 1980 as the state'smaximum security prison andoperated in that capacity until theopening of Colorado State Penitentiary(CSP) in 1993. CCF was renovated in1993 and now serves the departmentas a level 4 or close custody facility.

During fiscal year 1998, CCFcompleted major construction to meetLife/Safety Standards; this includedinstalling a new fire detection andsuppression system and makingsecondary exits for the living units.

In October of 1998, CCF wasaccredited by the American Correctional Association. CCF achieved 100%compliance for the Mandatory Standards and 97.9% compliance for the Non-Mandatory Standards. CCF's largestemployer is Correctional Industries'JuniperValley Printing Services which employs 21% of the inmate population of CCF.

~ EBP!—""*

1998 Annual Report

CENTENNIAL


Warden Mike Williams

Address: East Canon ComplexP. O. Box 600


Telephone: (719)269-5510

Security Leve : Close

Opened: 1990

Beds: 336 male


Offender Work Assignments:Printing Sen/ices Desktop Publishing

and Pre-Print Training programs;Academic Education; Maintenance;

and Vocational Janitorial Training.

Correctional Industries: A state-of-the-art

printing plant, which produces mostColorado tax forms, as well as many

other publications, forms and booklets.

Page 1

Colorado State Penitentiary (CSP)is recognized internationally as aleader in the management of high riskadministrative segregation inmates.CSP provides a behavior drivenprogram for the structured transition ofthe most difficult to manage male andfemale inmates in the Department ofCorrections. In this system, inmateswork their way to increased incentivelevels which offerexpanded privilegesthrough demonstration of appropriatebehavior and self-discipline.

The Progressive ReintegrationOpportunity (PRO) unit wasimplemented in July of 1998. This unit

FREMONT


Warden Gary D. NeetAssociate Wardens

Gary Watkins & Nard ClaarAddress: East Canon Complex

P. O. Box 999


Telephone: (719) 269-5002

Security Level: Medium

Opened: 1959

Beds: 1,181, male


Correctional Industries: Furniture Factory,Metal Fabrication, Powder-Coat Factory

Page 2

(two additional incentive levels'provides a structured transition forinmates progressing fromAdministrative Segregation to a generalpopulation environment. The PRO unitallows for an objective evaluation of the inmates' behavior in a controlled settingprior to placement in a general population facility.

Fremont Correctional Facility (FCF) opened in 1959 and for many years was knownsimply as MS (medium security). Originally built as two distinct units, medium security Fremont and close security ShadowMountain were combined under a single administrative structure in 1991. FCF is currently the state's largest single prisonwith 1,181 inmates.

FCF is in the midst of a renovation and expansion projectwhich is expected to be completed during the year 2000. Thisproject, which includes one new cellhouse, renovation of sevencellhouses, and a perimeter upgrade will raise the total inmatepopulation to 1,449.

In addition to employment opportunities, FCF offers academiceducation, social education and a variety of vocational programs(business machine repair, building trades, computer drafting, sheetmetal, video production, janitorial, machining and welding.)

FCF's largest employer is Correctional Industries, whichemploys 26% of the inmate population in furniture manufacturingand metal products operations.

COLORADO STATE

PENITENTIARY

Warden Eugene AthertonAssociate Warden Randy Foshee

Address: East Canon ComplexP. O. Box 777


Telephone: (719)269-5120

Security Level: Close Custody/Administrative Segregation

Opened: 1993

Beds: 756, one 16-bed unitreserved for females


Offender Work Assignments: Limitedto unit porters

Programs/Services: Dependent on Qualityof Life Level System. Levels 1 to 3 have all

programs delivered via closed-circuit TV andservices are delivered to living units.

Levels 4-5 delivered in small group settings.

Colorado Department of Corrections

CanOn Minimum Centers (CMC) currently has 396 staff assigned to four centers, whichinclude Arrowhead Correctional Center, Four Mile Correctional Center,Pre-Release Center, and Skyline Correctional Center. With the addition of 384beds this fiscal year, Canon Minimum Center's (CMC) bed count is now 1433,making CMC the largest facility in the department.

ARROWHEAD CORRECTIONAL CENTER This 480-bed facility applied forand achieved its second

reaccreditation during 1998. Thescore for mandatory standardswas 100%; the non-mandatorystandards score was 98.8%.

ACC'sAdministration buildingand Control Center were

evacuated due to structural

problems. Plans forreconstruction have not yet beenfinalized.

FOUR MILE CORRECTIONAL CENTER

1998 Annual Report

Construction of three additional 96-

bed housingunits

increased the

inmate

populationfrom 300 to

588 inmates.

Two

additional 96-

bed housingunits are

currently under construction to replace two existing units (trailers) and will becompleted by August, 1999; the new Programs building and ball field will alsobe completed. The Administration building was completed and occupied duringJanuary 1999. The Visiting program will begin operation in its new locationduring this month also. The final inmate count will be 480 inmates bySeptember 1999.

SKYLINE CORRECTIONAL CENTER - SCC provides inmates for labor crews.The CMC Labor crews are utilized

for reclamation, beautification, andmaintenance of the East Canon

Complex infrastructure, its buildings,lands and resources. It assists

Governmental and Non-Profit

organizations in resourcemanagement for the benefit of thecitizens of the State of Colorado.

PRE-RELEASE CENTER This

center offers an intensive

90-clay program to assistinmates in their transition

Dack into the communityby focusing on applying forpositions and interviewskills. Pre-Release is linked

to Job Service Centersthroughout Colorado.

CANON MINIMUM CENTER

Warden Donice Neal

Associate Wardens

Frank Miller & Susan Jones

Address: East Canon Complex

ARROWHEAD CORRECTIONAL CENTER

Address: P. O. Box 300


Telephone: (719)269-5601

Security Level: Minimum Restricted

Opened: 1990

Beds: 480, male


Correctional Industries: Service Station,Computer Manufacturing, Transportation,

Greenhouse

Inmate Work Assignments: Facility,Canteen labor crews

FOUR MILE CORRECTIONAL CENTER



Telephone: (719)269-5388


Opened: 1983

Beds: 588, male


Correctional Industries: Dairy,Dairy Processing, Wild Horse Program

Inmate Work Assignments: Facility,Off-grounds labor crews, CSP work crews

PRE-RELEASE CENTER



Telephone: (719)269-5311


Opened: 1983

Beds: 164, male


Correctional Industries: Dairy,Dairy Processing, Wild Horse Program

Inmate Work Assignments: Facility programs

SKYLINE CORRECTIONAL CENTER



Telephone: (719)269-5450

Security Level: Minimum

Opened: 1957

Beds: 201, male

Offender Cost Per Day: $50.46Correctional Industries: Scale House,

Recycling, Delivery, Ranch/Compost, Farm

Inmate Work Assignments: Facility,Off-grounds labor crews

Page 3

REGION 2 — Director Mary West, Ed.D.

Colorad o Women's Correctional FacilityWomen's Correctional Facility opened, itwas to house 90 inmates. Today, througha series of renovations, make-overs andadditions, CWCF houses 260 femaleinmates.

In addition to being in a "constructionmode" almost constantly since the late

I 1980's, CWCF staff daily meet thechallenges unique to managing femaleoffenders. Parenting classes as well asacademic and vocational programs try toassist the women in developing new,

marketable skills to help them take responsibility for theirfamilies upon release. AMennonite group in Westcliffe assistsby keeping some inmates' children until their mothers can bereleased. Volunteers bring the babies in for regular visits tokeep family bonds strong.

Arkansas Valley Correctional Facility (AVCF) onJune 15-17, 1998, the annual internal ACA Audit ofAVCF was conducted. The audit team, aftercompleting the file review and tour of the facility, found AVCF 100% compliant with mandatory ACAstandards and 99.3% compliant with non-mandatory standards. OnJuly 8-10, 1998, a DOC Security_^^^_______________^___ Audit was conducted at AVCF. Inspector, Major Ed

! " Rodenbeck commented thatmany AVCF staff are to beARKANSAS VALLEY commended for their professional and positive attitudes.

Some staff stand out by their "ownership" of the facility andtheir willingness to help. Inmate and staff morale appears tobe very high.

The fifth annual AVCF Team Pentathlon was held September 19, 1998. Twentyteams representing the Federal Bureau of Prisons, the Colorado Department ofCorrections and the Armed Forces competed in the pentathlon.

Students make "Toys for Tots" as part oftheir vocational education in cabinetmaking. They are required to complete 675 hours of class time to receive theircertificate in cabinet making. In 1998 approximately 1,750 toys were donated tonon-profit charitable organizationsin southeast Colorado fordistribution to needy children. All ofthe wood and supplies is donated.

SHAPE-UP (Showing How APrison Experience UnderminesPeople), a program aimed atdiverting high-risk youth from a pathto prison, conducted a total of 72

JSHAPE-UP programs. There were186 youth participants and 140

parents who attended these tours. Judicial Districts served last year were ElPaso, Pueblo and Morgan. Schools served included La Junta, Manzanola, Genesis, Plum Creek and the Expelled StudentProgram.

There were 28 community projects with a total of 15,558 inmate hours, of which 13,576 hours were provided to outsideagencies. The Community Projects Inmate Work Crew is well accepted by the agencies served and also by the people of thecommunity. This group was fortunate to receive two training classes from outside agencies in 1998, Stihl Chain SawCompany and the Federal Parks Service Hotshot Fire Team. This crew served eight area cities and four schools. The crew isalso doing a pilot study program, along with the National Park Service, to help eradicate a noxious plant called tamarack atBent's Fort, near La Junta. State agencies served besides DOC included the Colorado Department of Transportation.

(CWCF) When the Colorado

COLORADO WOMEN'S


Warden James E. Abbott

Address: 3800 Grandview

P. O. Box 500


Telephone: (719)269-4704

Security Level: Minimum to Close

Opened: 1968

Beds: 274, female


Offender Work Assignments: Facility,Academic, Vocational.

ARKANSAS VALLEY


Warden Juanita Novak

Associate Wardens

.. John Hadley & Rod Cozzetto

Address: 12750 Highway 96Lane 13

P.O. Box 1000

Crowley, CO 81034

(719)267-3520

Medium

1987

1007, male

$57.24

Telephone:

Security Level:

Opened:

Beds:

Offender Cost Per Day:

Offender Work Assignments: FacilityPanel Shop, Furniture Refurbishing, farming,

restoration for Colorado Historical Society,Toys for Tots, community labor crews,

public information assistance, andComputer Assisted Drafting (CAD).

Page 4

ttiiiii mini iwm| JEHJiiiPill! Iff!IllHiiSlI IriM

mm


San Carlos Correctional Facility (SCCF) itsthe mission of SCCF to manage both male andfemale seriously mentally ill anddevelopmentally disabled offenders byproviding intervention and treatment in aprofessional, secure, safe and humanecorrectional environment.

Located on the grounds of the ColoradoMental Health Institute at Pueblo (CMHIP),SCCF was built to house 250 inmates.

As a multi-custody facility, SCCF providestreatment and management programs foroffenders diagnosed with severe chronic mentalillnesses. The Intensive Unit is designed forinmates who have significant psychiatricimpairment. This is a very restricted, high security unit, with an emphasis onpsychiatric stabilization through medication. The Behavior Management Unit isspecifically intended for inmates who are mentally ill, but also have a history of

aggressive or violent behavior. The Development Unit houses inmates who have been identified as mentally retarded todevelopmentally disabled. It assists inmates with self-management and vocational development. The facility shelteredworkshop program is utilized as a work area to develop vocational skills. The Supported Environment Unit is designed for

inmates with major psychiatric disorders and who continue to show symptomswhich interfere with their ability to function in general population. Theseoffenders are relatively stable and have adherence to a medication regimen. TheTherapeutic Community is for inmates diagnosed with a major mental disorderand a chronic history of substance abuse problems. Emphasis is placed onpersonal responsibility and accountability. The 24-bed SCCF Women's Unitprovides a full continuumof treatment services to female inmateswith psychiatricdisorders and/or mental retardation or developmental disabilities. The level andquality of services is equivalent to those offered to male offenders.

In June of 1997, a national audit for American Correctional Associationaccreditation resulted in scores of 100% compliant with Mandatory Standardsand 99% compliant with Non-Mandatory standards. On August 26, 1998 theInternal Audit Report yielded the same results. SCCF was congratulated formaintaining a high level of excellence with such a difficult population to manage.

SAN CARLOS


Warden ... Ernie PyleAssociate Warden . . .Mary Smith

Address: 1410 W. 13th Street

P. 0. Box 3

Pueblo, CO 81003

Telephone: (719)544-4800

Security Level: Multi-Custody

Opened: July, 1995

Beds: 250, male/female


Offender Work Assignments: Facility.

Youthful Offender System (YOS) Colorado'sYouthful Offender System is viewed as a national model. It combines arigorous physical, academic and behavioral model that seeks to break down

antisocial principles and replace them

YOUTH OFFENDER SYSTEM

Acting Director .. .Irving Jaquez

Acting Deputy DirectorSam Williams

Address: 1401 W. 17th Street

Pueblo, CO 81003

Telephone: (719)583-5902

Security Level: Mixed

Opened: 1994-Denver/1998 Pueblo

Beds: 182, males; 8, females

33, IDO


Offender Work Assignments: Due tothe highly structured nature of the program,

work assignments are individualized.

1998 Annual Report

with community-accepted valuesYOS gives young "chronic

offenders" a second, last chanceIntensive Diagnostic Orientationand Phase I are followed by aperiod of highly structuredcommunity supervision. YOSrelocated to Pueblo, on thegrounds of the Colorado MentalHealth Institute in 1998.

Rick Upchurch, former Denver Broncowide receiver, poses with SCCFAssociate Warden Mary Smith andSocial Worker Mike Leyba. Upchurch,a Christian motivational speaker, spoketo some of SCCF's inmates.

Page 5

Pueblo Minimum Center (PMC)its hemission of the Pueblo Minimum Center to provide a professional, secure, safeand humane correctional environment for female offenders at a minimum and

minimum restricted securityclassification to prepare them forrelease or discharge of theirsentence.

PMC was established by specialsession of the Colorado Legislature in the Fall of 1993. As with SCCF, PMC is locatedon the grounds of the Colorado Mental Health Institute at Pueblo. The two facilitieswere consolidated under one administration on April 1, 1995. Though initially slatedfor male housing when activated in 1994, PMC became a female facility due to theacute shortage of beds for female offenders. Its total capacity is 226 females andlength of stay is one to five years. The facility utilizes dormitory style housing areasand does not have any singlecell living units. PMC does not operate anadministrative segregation or protective custody unit. Inmates placed in theManagement Control Unit are removed and/or transferred within 72 hours.

Numerous services are provided to PMC from SCCF such as personnel, businessmanagement, mail, medical, canteen and shared clinical staff. In addition, CMHIPstaff provides major maintenance service and meal preparation.

PMC has a full offender work program. Offenders may be assigned work detail atDOC or for the Division of Wildlife, the Department of Transportation, the State Parks

Division, or the Colorado State Fairgrounds. Maintenance and cleanup duties are performed at Runyon Lake, Pueblo nature trailsand river walk, Lake DeWeese and Lake Beckwith wildlife areas. During construction of SCCF, approximately 50 femaleoffenders were utilized for painting, pouring concrete, welding and landscaping the 175,000 squarefoot building.Approximately 10 offenders provided labor to the Pueblo Neighborhood Housing Authority's Operation Paint Brush. Asignificant part of work crew assignments are contracted for by a Correctional Industries operation located at PMC.

In 1996, DOC entered a contractual agreement with the Department of Labor to initiate three apprenticeship programs atPMC. Facility instructors ensure that hours and competencies are met for the Greenhouse Management, Landscape Managementand Industrial Housekeeping apprenticeships. Pueblo Community College is the on-site location for Landscape Management andIndustrial Housekeeping. Greenhouse Management ismonitored at PMC.

The newly constructed Programs Building wasturned over to PMC staff on May 18, 1998. Thefacility now has adequate space for inside recreation,religious services, group meetings, education classesand vocational training.

A day to be remembered at PMC was May 20,1998. ACA congratulated the PMC staff for theexcellent degree of compliance with ACA standards:100% in both mandatory and non-mandatorystandards. This was a first-ever achievement by anyColorado correctional facility. The formal ACA Accreditation Awards Ceremony was held in Detroit, Michigan on August 10,1998.

Colorado Correctional Center (CCC)has been a good neighbor in Jefferson County for a number of years. Because it isminimum security, most of its inmates go off-grounds to work. Many work for stateagencies or provide crews to relocate them when necessary.

Over the last four years, community labor crews have completed a number ofprojects for the community of Pleasant View.

PUEBLO MINIMUM CENTER*

Warden Ernie PyleAssociate Warden .. .Mary Smith

1410 W. 13th Street

P. O. Box 3

Pueblo, CO 81003

(719) 544-4800

Minimum Restricted

July, 1995

226, female

$55.46

Address:

Telephone:

Security Level:

Opened:

Beds:


Offender Work Assignments: Facility,CMHIP, Labor Crews.

"PMC is under the administrative structure

of San Carlos Correctional Facility.

Page 6

COLORADO

CORRECTIONAL CENTER

Warden Allen Bennett

Address: 15000 Old Golden Road

Golden , CO 80401 -0020

Telephone: (303)273-1620


Opened: 1969

Beds: 150 male


Offender Work Assignments: Facility,Colorado State Patrol Training Center,

state agencies, community work crews,Colorado Surplus Property


Denver Reception and Diagnostic Center (DRDC) sheoniydiagnostic unit for the ColoradoDepartment of Corrections. The missionof DRDC is to provide a diagnosticevaluation and a recommended custodyclassification for every offender, both maleand female, sentenced by the courts to theDepartment.

During Fiscal Year 1998, 6,348offenders were processed through DRDC.This represents an increaseof over sevenpercent from the prior year, and includesboth male and female inmates, was wellas youthful offender system residents.

DENVER RECEPTION

AND DIAGNOSTIC CENTER

Warden William J. Bokros

Address:

Telephone:

Security Level

Opened:

Beds:

10900 Smith Road

Denver, CO 80239-8004

(303) 307-2000

Maximum/Mixed

1991

480, male/36, Infirmary


Offender Work Assignments: Facility only,including clerks, maintenance, food service,and porters. Inmate work force supplied byDWCF.

DRDC Maximum/Mixed custody level.

^H^mppS*:

Thediagnostic process includes the Intake of new commitments from county jails,as well as parole violators, and community regressions. Clinical Services provides acomplete health assessment for each offender, and mental health evaluations asnecessary. Finally, the Assessment and Classification Unit tests, interviews and evaluateseach new offender, recommending a program of education, training and treatmentprograms to be followed during their period of incarceration. An appropriate custody

classification is determined, and custody issues are identified for the welfareof the public, staff and inmate.Intake handled over 52,000 pounds of offender property; received $402,577 of inmate funds; and

created 37,500 photos, along with finger print cards and photo identifications. DRDC Clinical Servicesperformed over 12,500 blood draws; completed 6,250 general health assessments; and created over12,500 medical and mental health files. Assessment and Classification administered 31,000 tests;generated 56,000 documents; and created 12,500 files with an average of 200 pages per file. DRDCLaundry handled over53 tons of clothing; issued 31,290 setsof underwear; issued 18,775 sets ofclothes; and generated 76,112 identification tags.

In addition to the normal work load of the diagnostic process, numerous transports and transfers ofinmates were conducted at DRDC. Medical appointments, court transfers and facility movements andregressions accounted for over 9,000 inmate moves through DRDC.

The DRDC staffwas instrumental to the successful on-time opening of the Denver Women's Correctional Facility in August,1998. Staff were involved in the planning, construction, and opening of the new facility. Many of the new staff for the Women'sfacility were transferred or promoted from DRDC staff.

Since the inmate population at DRDC is always changing, the staff assigned to DRDC mustalways remain alert and positive.The rapid turnover produces a variety of inmate populations unlike any other facility in the Department of Corrections; and as such,

Denver Women's Correctional Facility (DWCF) More than 300 inviteddignitaries and guests joined the Department of Correctionson July 23, 1998 for the dedication of the new DenverWomen's Correctional Facility. Located just south of theDenver County Jail and west of DRDC, the facility houses248 minimum-

restricted and

minimum custodyinmates.

The dedication

was extremely well-attended by members of the Denver community, reflecting how important thisfacility will be to the department's future success in treating and reintegratingfemale offenders in the Denver metropolitan area.

DWCF is intended to be a national model in

terms of offering non-traditional programming tofemale inmates and an aggressive program toreintegrate these offenders into the community.

The department received an appropriation of$97,825,349 to bring the total capacity to 900beds. Occupancy of the additional beds will bephased in over a nine month time frame, fromMarch through December, 2000.

*o, 4WBIH "JMNBfr. '*" 4tHimmDENVER WOMEN'S


Warden Noble Wallace

1998 Annual Report

Address: 10900 Smith Road

Denver, CO 80239-8004

Telephone: (303) 307-2500

Security Level: Minimum-Restricted,Reception

Opened: 1998

Beds: 248, female

Offender Cost Per Day: Not yet available

Offender Work Assignments: EssentialSupport, Academic and Vocational Ed.,

Substance Abuse, Mental Health,

Life Skills and Remedial Programs,Community Work Programs.

Page 7

Delta Correctional Center (DCC) The additional acreage south of thefacility has been purchased and the boundary fence has been constructed. With all new construction completed, a

efforts have been focusedon remodeling the old livingunits and central buildinglocated in the lower facilityduring the past year.

Community relations hascontinued to be a priority,resulting in another positiveyear. The staff and inmatesof the Delta CorrectionalCenter are unsurpassed intheir commitment to

community labor crews.During FY 97-98, DCC Work Crews logged a total of 131,420 hours towardprojects requested through more than 63 agencies and non-profit organizations.The Work Program is very proud of our food distribution program whichprovides assistance through the "SHARE, Colorado" to low income families in

Delta County, over 5,312hours were utilized for this

DELTA

CORRECTIONAL CENTER

Acting Warden .... Steven Green

Address: 1140 G 1025 Lane

Delta, CO 81416-9127

Telephone: (970) 874-7614


Beds: 488, male


Inmate Work Assignments:Federal Agencies - 6 State Agencies - 10County Agencies - 4City/Community Related Agencies - 43

Facility, BLM, Delta County, Ouray County,Parks & Recreation, CDOT, DOW, Delta,

U. S. Forest Service, Colorado National

Monument and CSU Research Center,to name a few.

program. Labor savings toall these agencies totaled $637,018.

Commitment to community works both ways in Delta, where thisfacility enjoys the department's largest volunteer program. DCC's finecore of volunteers in conjunction with the Ministerial Fellowshiphave raised funding for the construction of a 8,000 plus square footChapel of Hope, which should be completed during 1999. Theannual appreciation ceremonies continue to be a very big event inMay of each year within the Delta community.

Colorado Corrections Alternative Program(CCAP - BOOt Camp) is Colorado's only adult "shockincarceration" facility and one of only six boot camps in the U.S. offeringprograms for both male and female offenders.

Originally authorized by the Colorado General Assembly in 1990, CCAPopened in 1991, housing 100 minimum custody inmates. While offeringprograms similar to those found in traditional prisons, it stresses military stylediscipline intertwined with physical fitnesstraining.

Page 8

COLORADO CORRECTIONS

ALTERNATIVE PROGRAM

(Boot Camp)

Manager .Mike Perry


Buena Vista, CO 81211-2017

Telephone: (719)395-2404

Opened: 1991


Beds: 100, male/female


Offender Work Assignments: Regimentedmilitary discipline program, GED

Non-violent offenders under the

age of 30 must volunteer for andsuccessfully complete the three-month program which offers thepossibility of reduction of theirsentence, release to communitycorrections, or parole.


Limon Correctional Facility (LCF) had averyproductive 1998. Inmates assigned to LCF have provided hand-made wooden toys forneedy children through the Toys for Tots program, have provided knitted blankets and

hats for children through the Therapeutic Communityprogram administered at LCF by Pikes Peak MentalHealth, and has provided ALL the inmate clothing forDOC; State flags to other state agencies; andnumerous other contracted services through theCorrectional Industries operation at LCF.

LCF was impacted by staff transfers with thethe Sterling Correctional Facility. This was promptly handled inwith DOC personnel with the assignment of 25 Correctional Officer

floater" positions being assigned to LCF. This was undertaken as a means to provideproper training and have new staff on-board as backfills for staff transferring toSterling.

LCF is the first CDOC correctional facility to obtain ACA Accreditation (1994). LCFcontinues its commitment toward maintaining ACA accreditation by successfullycompleting the annual ACA review(internal audit) with an outstanding score of 100%on mandatory standards, 99.53% on non-mandatory standards. This marks thehighestscore yet obtained by LCF for an ACA audit and demonstrates its commitmentto accreditation. LCF continues its commitment to maintaining high correctional standards by having and supporting nationalACA auditors on staff.

LCF is proud of the fact that two of its line staff are members of the "CHOICES" group. Presentations are being made toColorado's junior and senior high schools, encouraging students to make good choices when confronted with situations thatmay affect the rest of their lives.

As the calendar year closes, LCF looks forward to many new andexciting opportunities. In the coming months, the newly constructedacademic area, Sign Shop area, and Service Station will be comingon-line, providing LCF with new staff and more inmate jobs. Newcontracts for Correctional Industries will provide opportunities foreven more inmate jobs and productivity.

LCF is committed to "Correctional Excellence." We haveknowledgeable, dedicated and loyal staff who are committed tomaking LCF the best facility in the Colorado Department ofCorrections, and a prized example ofstate government for Coloradocitizens. LCF's staff is caring and giving, each year during theColorado Combined Campaign, staff open their hearts and wallets tocontribute. This year, LCF staff gave $17,645 and has kept thetravelingtrophy for the last five years.

r \_L<X\J

opening ofcooperation

LIMON


Warden Richard Soares

Associate Wardens

Al Estep & Robert Taylor

Address: Highway 71, County Rd 3CP.O. Box 10,000

Limon, CO 80826

(719)775-9221

Close/Medium Mixed

May, 1991

Telephone:

Security Level:

Opened:

Beds:


Offender Work Assignments:Academic, Vocational, Community

Labor Crew, Correctional Industriesprograms (garment shop).

953 male

$57.07

Facility,

Trinidad Correctional Facility (TCF)is currently under construction and is scheduled to open in the summer of 2000. Funding of Phase I of the project is

$32,350,000TRINIDAD


Warden Irving G. JaquezAssociate Warden

Mark Broaddus

Address: 21000 E. Highway 350Model, CO 81059

Security Level: Minimum-RestrictedBeds: To open at 480, male

Offender Work Assignments: Facility,Essential Support, Correctional Industries,

Academic and Vocational Education, Mental

Health, Substance Abuse, Life Skills and

Remedial Programs, Community WorkPrograms.

1998 Annual Report

to provideinitially for aSupportServices

Building,ProgramBuilding,Waste Water

Treatment

Plant, and fiveMinimum-

Restricted

housing units.

Page 9

Buena Vista Correctional iHCiliiy (,DVi_i7 is physically comprised of severalcomponents: the main facility which houses 826 closeand medium

custodyinmates, theBuena Vista

Minimum

Center which

houses 288minimum

restrictive

custodyinmates and

the Colorado

Corrections

Alternative

Program (BootCamp) whichhouses 100minimum

custodyinmates.

While each component is a separate physical entity with regard to inmate classification and program structure, all threeare interdependent from an operational standpoint.

Originally designed and built as the ColoradoState Reformatory in 1892, BVCF is currently one ofthe largest prisons in Colorado. It features anextensive academic and vocational educationdepartment with educational programs rangingfrom GED and Adult Basic Education to Welding,Auto Body, and Graphic Design.

BUENA VISTA


Warden . Bob Hickox

Associate Wardens

.. .Gary Strobridge & Tony Reid

Address: 15125 Hwy. 24 & 285Buena Vista, CO 81211

Telephone: (719) 395-2404

Security Level: Close/Medium

Opened: 1892

Beds: 826, male


Offender Work Assignments: Facility,Academic and Vocational School,

Trout Hatchery

Correctional Industries: Farm,

Leather Shop

Buena Vista Minimum: Center (BVMC) is a288-bed Minimum Restricted Facility.Placement at the Minimum Center is a progressive step for inmates in the Department of Corrections. Inmates at this levelare allowed to participate in a work program with supervision outside the fence. These inmates contributed to thecommunity through their participation in the Correctional Work Program. Thisparticipation amounts to the equivalent of over $500,000 savings to thecommunity. There are 13 on and offgrounds labor crews. The Correctional WorkProgram (CWP) was started in August, 1981 in order to comply with LegislativeDeclaration 17-29-101 article 29. The Buena Vista Minimum Center wasdeveloped in 1984.

BVMC complex is under new construction for expansion. The first new inmateT-building is coming on-line 2/1/99. The new Minimum Center will consist ofthree 96 bed inmate housing units, a Security/Visiting/Administration building, afull build out Programs Building and a full build out Gym. In addition, theMinimum Center will have GED classes, ABE, Life Skills, CommunityReintegration, Mental Health and ARP classes, Heavy Equipment Program, aMedical Clinic, Arts and Crafts area, Law Library and Library.

Page 10

BUENA VISTA

MINIMUM CENTER

Manager Patricia McCarthy


Buena Vista, CO 81211-2005

Telephone: (719)395-7361


Beds: 288, male


Offender Work Assignments: Facility,Academic and Vocational, Work Program,

and Heavy Equipment Program.


Rifle Correctional Center (RCC) opened n1964 with one

employee andnine inmates. It

expandedthrough the yearsto 44 staff and

150 inmates. The

capacity of RCCwas increased to

192 minimum

custody inmatesin June 1998.

Renovation of

the waste water

treatment facility

m y^f- HfeiiP • -^s^fe^-

u i '5•( ;. . • «

•.•"'4?« î "P m m

is scheduled to be completed by June 1999.New inmate dorms were completed in 1998.

The old dorms are being renovated toaccommodate programs and activities that arenow in modular buildings.

The Rifle Correctional Center sends 30 inmateseach day into the community to work for variousnonprofit agencies including the City of Rifle andthe Rifle SeniorCenter. Local agencies, DOC andthe inmates benefit from this program.

RIFLE

CORRECTIONAL CENTER

Warden

Address:

Bill Boggs

0200 County Road 219Rifle, CO 81650

(970) 625-1700

Minimum

1964

192, male

$58.48

Telephone:

Security Level:

Opened:

Beds:


Offender Work Assignments: Facility,many off-grounds assignments; for exampleseveral inmates are permanently assignedto the Rifle Senior Center to help with foodservice and maintenance; community work

crews.

Sterling Correctional Facility (SCF) is the state's first "mega-faciiity/ which win housea total of 2,445 inmates when completely built. Scheduled to open its first two phases in 1999, the facility will eventuallyrequire more than 800 staff.

It will alsobe protected bythe state's first "lethal fence," which will save hundreds of thousands oftaxpayer dollars byeliminating the need to staff traditional prison towers.


STERLING


Warden Bob FurlongAssociate Warden .. .Tim Chase

Address:

Telephone:

Security Level:

P.O. Box 6000

Sterling, CO 80751

(970) 521-5010

Multi-Custody toinclude: Administrative

Segregation, Close,Medium, Minimum-

Restricted, Minimum

Opened: 1999

Beds: 2,445, male

Offender Work Assignments:Essential Support, Correctional Industries,

Academic and Vocational Education,Substance Abuse Mental Health

Life Skills and Remedial Programs,Community Work Programs.

Page 11

COLORADO CORRECTIONS TRAINING ACAOEMY

itiiHfHB herrie Greco, Directo

As a result of new facility activations and increased hiring, 1998 was arecord year for the number of Basic Training graduates. During '98, anAcademy On Wheels was organized to serve on site at both Delta and Denver,at the same time classes were conducted in Canon City. During the year, In-Service Training and Advanced Specialized classes thrived, with staffcompleting class hours that met or exceeded ACA requirements. New courses,like Armed Transport, were developed and implemented.

During the spring of 1998, the Colorado Corrections Training Academyachievednational recognition by being awarded accreditation from theAmerican Correctional Association, thus becoming only the sixth academy inthe country to earn that status. Basedon a two-day inspection of policy,procedure and practice, LowellHewitt, corrections consultant fromMichigan and Thomas Eisenschmidt,superintendent from the Willard DrugTreatment Campus in New Yorkjudged the TrainingAcademy to be in

100%compliance with mandatory standards and 99% compliantwith non-mandatory standards.The Roybal Corporation, thearchitectural company funded by the legislature to develop a

program design for the construction of a new Training Academy, moved forward on siteselection, environmental impact studies and preliminary design. That project continues.

DIVISION OF COMMUNITY CORRECTIONS

Residential Treatment

Page 12

Jeaneene Miller, Director

The Division of Community Corrections is responsible for the administration ofcommunity corrections programs for adult inmates and youthful offenderstransitioning from prison. This includes the referral, movement, managementandsupervision of inmates in residential community programs and the non-residential IntensiveSupervision Program (ISP.)

Offenders convicted of statutorily definednonviolent offenses, who are 19 months fromtheir Parole Eligibility Date (PED), and offenderswho are convicted of statutorily defined violentoffenses who are nine months from their PED maybe referred to a community corrections program.The inmate placement may occur at 16 monthsand six months from PED respectively. Eachcommunity corrections board and each programmust approve offenders for placement, and each

may reject an offender after acceptance.Administering the program requires oversight of the management of each of the community

corrections facility operations, directsupervision of DOC inmates, and technical assistance toensure that inmates are managed in compliance with state law, DOC administrative regulationsand Division of CommunityCorrections Operational Memoranda.

Because funding for residential programs isappropriated through the Division of CriminalJustice for payment to the private community corrections residential centers, a great deal ofcoordination and cooperation is necessaryamong the Division of Criminal Justice, Division of Community Corrections, 22 community corrections boards and 28 communitycorrections programs located throughout the state.

To meet the programmatic and treatment needs ofoffenders under their supervision, the Division ofCommunity Corrections hasdeveloped several special programs designed to provide each offender with optimum opportunities forsuccess.

Two 45-day Community Intensive Residential Treatment (CIRT) programs, one in Alamosa and one in Weld County, provide drugand alcohol treatment where offenders do not have access to the community.One voluntary substance abuse program provides intensive treatment in Denver County; Peer I is a six-month to one yearresidential program which includesa nonresidential component up to one year.El Paso County's ComCor provides a sexoffender program and a program for the Chronically Mentally III.The Haven is a specialized drug treatment program for female offenders with young children. Mothers and their children livetogether in the center, with programs focused on family reintegration.Day reporting programs provide an inmate reintegration program with daily contacts, employment referral, counseling servicesand life skills education.

This division also operates a specialized aftercare program for graduates of DOC's "Boot Camp" that addresses structure andgradual reintegration into the community.

The Division's average daily population (ADP) will increase to 1488 during FY 1998-99 with 530 ISP, 858 residential beds, 20 boot campbeds, and 80 YOS offenders.


CORRECTIONAL SUPPORT SERVICES

A correctional system housing more than 13,800offenders in 29 locations must be centrally coordinated interms of classification, placement and movement if it is tooperate efficiently.

At DOC's Central Office in Colorado Springs, a team ofcase management professionals oversee the safe andeffective use of department bed space, considering publicsafety requirements, along with the academic, vocationaland treatment needs of the offender.

The Office of Offender Services provides the followingfunctions for DOC:

• Offender Population Management — Involves thecomputerized monitoring of all system prison beds,contract beds and jail backlog (those awaitingtransfer to DOC,) ensuring that all beds remainefficiently filled.

• Offender Classification — Requires centralizedreview, auditing and monitoring of all reassignment.This process involves an objective based scoringsystem which determines the offender's custodydesignation. Custody refers to the level ofsupervision required for an offender to be safelysupervised in a correctional setting. Approximately20,000 classifications are completed annually.

• Offender Case Management — Audits and theadministration of the Department's CaseManagement system are the responsibilities of thisoffice. Case Management is the process in whichindividual offenders are assigned to specific CaseManagers in order to ensure that statutory andregulatory mandates for casework are compliedwith.

• Disciplinary Process — Offender Services monitorsall disciplinary actions taken under the Department'sCode of Penal Discipline, ensuring that mandated"due process" is adhered to and proper sanctionsare levied.

• Offender Time/Release Operations — A satelliteoffice of Offender Services is located at CTCF inCanon City. This unit of 15 employees is responsiblefor the calculation of all offender time underapproximately 18 different sentencing statutes,scheduling parole hearings and coordinating allreleases. The process of calculation or recalculationtakes place at least twice annually. Thesecalculations also establish parole hearing agendaswith monthly distribution to various lawenforcement departments, and other agencies withinterest in those offenders being considered forparole.Offender release is the process by which anoffender is released by the Parole Board or by virtueof completion of the sentence imposed, whichrequires a query of wants or warrants through CCICand NCIC. Notifications of release dates are madewithin the system and to outside agencies that mayhave an interest in the case for various reasons.

• Court Services/Jail Backlog — This officecoordinates with Sheriff Offices, U.S. Marshals, Law

1998 Annual Report

Ben Griego, Director

Enforcement agencies and other statedepartments of corrections for thetransfer of inmates to their temporarycustody by Writs of Habeas Corpus, Writs of AdTestificandum or Interstate Agreement of DetainersAct.

Jail Backlog monitoring requires the processing ofall sentencing documents and parole revocationsreceived from all sentencing jurisdictions and localjails. The process requires review of all documentsto ensure that sentences are within legal guidelinesto the Department of Corrections as the primaryjurisdiction. Research is then completed todetermine commitment status and whether the

individual has been previously incarcerated withDOC. Upon verification, a DOC commitmentnumber is issued and the offender is placed on thebacklog for that particular jail. The backlog is thenmonitored to determine reception status by courtorder, or first-in, first-out processing. The intakenumbers received daily by the Reception andDiagnostic Center are determined by the populationmanagement process.Court Services coordinates the permanent release ofinmates who are being released by court order orparoling/discharging to detainer/charges andcoordinates the transport of offenders to districtcourt when charges have been filed on offenderswho have committed additional crimes while

incarcerated and for civil cases offenders file againstthe Department of Corrections.

• Detainer Operations — Monitors all requests byoutside jurisdictions that have interest in offendersincarcerated within the DOC. Likewise, this processmonitors offenders in other jurisdictions that theDOC has an interest in. This interest may be forpending criminal charges, unserved portions ofsentences or immigration matters. The legal processof filing Detainers may include time framesmandated by law, requiring precise management ofthis process.

• Interstate Corrections Compact — Provides aprocess whereby correction departments throughoutthe United States may exchange incarceratedoffenders. The process requires that agenciesformulate a compact agreement to ensurecompliance with sending and receiving statesstatutes and regulations.

• Offender Records — Provides Central Office staff,primarily Offender Services Classification personnelwith a paper file of all information relevant to eachinmate. Offender records maintains files onapproximately 181,000 inmates and parolees.

PRIVATE PRISON/LICENSING UNITThe private prison/licensing unit is composed of 10

team members. TheColorado Department of Correctionshouses approximately 2,500 inmates in four privatelymanaged prisons. The case management staff provide an

Page 13


important liaison between the private and public sections.This unit not only provides case management, training,monitoring and disciplinary process assistance to theprivate facilities, they also provide critical input for eachsector to ensure proper services are met through informalaudits. With the licensing requirements for the privateprison sector, this unit's duties and responsibilities willdramatically increase accordingly with formal audits,monitoring and review processes.

Additionally, no inmate from another state may bereceived without the consent of the Department. Eachinmate's profile and classification level in the sending stateis reviewed by the private prison unit to ensure theinmate's current status does not exceed the security level ofthe receiving facility.

All inmates were returned from out of stateplacements during 1998-1999.

Unit members also monitor inmates housed inColorado county jails under contract status.

CENTRAL TRANSPORTATION UNITThe Department of Corrections centralized inmate

transportation in August, 1992 and in March 1997expanded to the Western slope to service DeltaCorrectional Center and Rifle Correctional Center.

The Central transportation fleet has expanded toinclude 16 vehicles, six 40-passenger busses and ten 10-passenger vans. The unit is comprised of 29 correctionalstaff and one administrative assistant.

CTU transported 24,295 inmates traveling 237,708miles in FY 98.

SECURITY THREAT GROUP MANAGEMENTSecurityThreat Group Management is an integral

dimension of the Office of Offender Services inmatemanagement. STG encompasses identification, tracking,risk identification and global networking. Currently, thereare 25 intelligence officers assigned to CDOC facilitiesincluding YOS, Parole and Community Corrections. TheSecurity Threat Group manager is assigned to the Office ofOffender Services in Colorado Springs. The STG managerand intelligenceofficers are responsible for gathering anddisseminating intelligence within CDOC and outsidecriminal justice agencies. Currently, there are 3,887suspected, associate or gang members in the CDOC. STGmanagement utilizes the department's computer system toprovide an automated validation/tracking system. Theintelligence provided in the database provides facilitiesverified intelligence to assist in assigning inmates tohousing units, program assignments, work assignments, etc.

STG management also works closely with the InmateDrug Reduction Program. Criminal activity as well asfacility disruption is monitored by the STG manager andIDRP, for referral to the proper jurisdictional authorities orappropriate action by CDOC.

SECURITY AUDITING UNITThe Security Auditing unit schedules and coordinates

Security, Life Safety, FoodService and Volunteer Services

Page 14

audits for all facilities within the Department ofCorrections. This department also oversees the Fire Alarmand Fire Suppression testing of facilities. This office, underthe direction of Tom Lopez, is responsible for ensuring allfacilities within DOC are audited at least once a year. ASecurityAudit measures compliance with currentAdministrative Regulations. This encouragesstandardization and consistent interpretation of DOCpolicies. A Security Audit can identify weakness in afacility control system that may be due to inadequateprocedure, equipment, training, poor staff performance, ora combination of deficiencies. The Fire Alarm/SuppressionProgram audited 14 facilities in 1998. This resulted in anestimated maintenance savings of $120,000.

ACA STANDARDSThis office, under the direction of Carol Soares, is

responsible for ensuring that all DOC facilities, as well asCentral Office, comply with American CorrectionalAssociation (ACA) standards. The American CorrectionalAssociation provides national standards and areas ofcompliance for correctional systems. The goal of this officeis to assistfacilities in reaching accreditation as well asconducting facility ACA audits. During 1998, this officecompleted 14 internal audits, three accreditations and onere-accreditation.

FOOD SERVICEThe Office of Food Service Administration coordinates

the department's food service delivery systems, whichprepared and served more than 10 million meals in 1998,utilizing a staff of 209 FTEs (full time equivalents) and morethan 1,400 inmate workers. In addition to regular meals,the department accommodates many therapeutic andreligious dietary requirements. Under the direction of DonaZavislan, Food Service Administration develops DOC'sMaster Menu, monitors the food service budget andcoordinates capital equipment replacement. With a budgetof $10.8 million and at 93(t per meal, Colorado continuesto be innovative and is presently working on astandardized, integrated information management systemfor food service.

VOLUNTEER SERVICESThis office is directed by Reverend Lee Hendrix. The

Volunteer Services Program functions as a clearinghousefor religious and educational support programs, as well ascoordinating the many volunteers who work within DOCfacilities. This office is engaged in rigorous recruitment ofrehabilitation programs, which enhance an offender'schance of success upon release. In 1998, the religiouscommunity provided the Department of Corrections with18 full-time, and five part-time Chaplains. These 23volunteer chaplains provided an estimated 39,728 hours ofservice. Colorado Department of Correction facilities alsoreceived an immeasurable amount of hours fromapproximately 1,300 religious and non-religiousvolunteers.



&J

This new administrative unit is nearing the completion of its first year of operation and has beenreorganized to improve service delivery. The office retains its position of reporting to the Director ofCorrectional Support Services, Ben Griego, but is managed at the operational level by Bobby Johnson for theDOC Armory, the Special Operations Response Team (SORT) and Emergency Response Team (ERT) training.Major Charlie Watson now manages East Canon Complex Security Operations and the Canon Area EscapeTeam.

DOC ArmOry/WeapOn Ranges This unit has become fully operationalwithin the fiscal year. Lt. Ben Perez was selected to occupy the position and has completed a system-wideinventory of weapons and equipment, established relationships with facility-based armorers and purchasingauthorities and is yet in the process of streamlining the purchase-approval process for acquisitions. Togetherwith OSS management, Lt. Perez is working on the design, location and funding for an armory to serve theentire system. This program is also responsible for the development and operation of the DOC FirearmsTraining Facility at the Canon Complex. Within the year, this unit has finalized the planning and securedfunding to complete the automated targeting systems for the hand-gun range and improved the rifle range tobetter serve the department.

fct-Cv* ieClirity Operations in this area began near the start of the current fiscal year andinclude access control; facility perimeter patrols and inmate visiting reception and processing for the entirecomplex. Additionally, patrol officers monitor the boundaries and open areas of the 5,600 acre complex andare involved in the restoration program that is cleaning up the old-use dump sites on grounds. The visitingprogram has improved equipment, especially busses and is contributing to the planning for a new building tohouse its operation. Major Watson is involved in the design work and the master planning process that isimproving the traffic flow into and out of the complex.

tSCaDC ICam —— Major Watson has assumed command for this unit and has updated theactivation packets that facilities use to begin fugitive recovery operations. The team maintains weaponsqualification levels on a quarterly basis and the Bloodhound program continues to improve. A second K-9handler was hired and training for both the handlers and the animals continues throughout the year. Therehave been no serious escape attempts from any facility on the complex since the institution of the Bloodhoundprogram and the patrols conducted by ECCC Security Officers.

Special Operations Response Team (SORT) —The teamdelivered the 9th Basic SORT Academy within the fiscal year, adding nine new DOC officers to its roster andtraining operators for the U.S. Army, El Paso County Sheriffs Office, and the Nebraska DOC. Monthly trainingaddresses the missions to which the team is assigned and individual operator skills continue to improve.Lt. Jim Romanski, the Commander together with OSS Chief Bobby Johnson have designed a proposal toregionalize the team to improve response times and service delivery capabilities.

1998 Annual Report Page 15

DIVISION OF CORRECTIONAL INDUSTRIES

Richard Schweigert, Director

DIVISION PERSPECTIVE

The Division ofCorrectional Industries operates 35 businesses in 13 prison facilities. Over $26million in operating revenues were realized in 1998. Earnings generated from the sale of goods and servicesproduced by inmate labor cover all of the Division's operating costs.

The Division works as many inmates as possible, resulting in cost avoidance and lowered taxpayer costs forincarcerating inmates. When compared to General-Funded alternatives, Correctional Industries results in a costavoidance ofapproximately $5000 per inmate for training and working offenders. The products from CorrectionalIndustries provide meaningful work and needed goods for selected markets. Educational programs areincorporated into many Division cost centers to provide education for skills and necessary literacy prior toemployment.

Earnings from the sale of goods and services are reinvested into the capitalization and growth of CorrectionalIndustries. As accelerated numbers of inmates enter the system, the Division must also maintain and replaceexisting capital equipment. Production facilities are indirectly provided by the Legislature through capitalconstruction projects allowing the Division to use its operating profits to pay for new and replacement equipment,raw materials, accounts receivable and related operating demands for new and expanding business endeavors. Aswith any business, cash needs to be available to expand existing programs and the start-up of businesses in newfacilities.

The operation of profitable businesses within a correctional environment is the Division's basic task. This resultsin the performance of several activities which are not standard functions for private sector businesses. A marginalwork history, poor work ethics and low self-esteem is the state in which mostoffenders enter the Department ofCorrections. It is a continual challenge to motivate these inmates to become responsible to themselves and othersin order to learn habits and skills which allow them to become valuable to an employer, in or out of thecorrectional system. Success, which is evident in Division programs, is measured by the ownership and pride aninmate takes in a job well done. Supervisors act as role models and teachers in each Division work setting.

CUSTOMER FOCUS

Astrong customer focus is the key for continued growth in any business. All of us atJuniper Valley Productsrealize that if we don't provide price, quality and service comparable to our competitors, we don't deserve thebusiness. We provideover 16 different product and service categories to our governmental customers, which allowsthem the ability to purchase more products from a single centralized choice. This "one-stop shop" approach helpsbuild customer loyalty and develops our reputation as a reliable vendor.

We continue to improve our ability to provide quality products at competitive pricing with dependable serviceafter the sale. This initiative has allowed Juniper Valley Products to expand sales to over 150 departments anddivisions within Colorado state government, and to most cities and counties located throughout Colorado.

City police departments, fire departments, hospitals, parks and recreation offices, county sheriff's offices, cityofficials and county clerk's offices (including business offices, public works, and road and bridge departments), allare purchasingfrom us on a continuing basis.

We have compiled a comprehensive database of state and local government users and purchasing offices. Thisdatabase is used in conjunction with our on-line order tracking system which allows us to track orders from the timereceived, to the actual delivery ofevery product. Customers will soon be allowed on-line access to this system totrack their own orders when they desire to do so.

We continue to build a staffwith diversified talents who are dedicated to offering turnkey solutions to customerswith product and service needs. Juniper Valley Products strives to leverage our ability to establish relationships withour customers and be known to all of our governmental customers as the "supplier of choice" for each of ourproducts.

The general expansion at Juniper Valley Products is to build customer satisfaction for all products and servicesoffered. At the same time, we expect to grow by offering moreadvanced products and services as customerrequirements change. Most of the products now offered can be viewed through our internet home page. This site wasdesigned to allow access to all of our product offerings and to help our customers make purchase decisions fromtheir place of employment. Visit us at www»cijvp»com. We would appreciate your comments via e-mail, telephone,call or by letter.

We are poised to continue to meet the opportunities of the future. Through the improvement of existing productsand markets, the development of new products and services, and a commitment and investment in staff leadershiptraining, we will continue to fulfill our mission and goals and continue to be an increasing asset to our stakeholders.

Page 16 Colorado Department of Corrections

DIVISION OF CORRECTIONAL INDUSTRIES

I

ORGANIZATIONAL CHART

';!

DIRECTOR

Richard Schweigert; xg::(:

tOPERATIONS

Randy Jacobs

BUSINESSDEVELOPMENT

Giles Spaulding

ADMINISTRATION

/FINANCEJack Laughlin

AGRIBUSINESS

L. D. Hay

FARMS

RECYCLING

GREENHOUSES

COMPOSTING

SOUTHERN

INDUSTRIES

Steve Smith

FURNITURE

PANELSYSTEMS

METALFABRICATION

PRINTING

REFURBISHING

ARTIFACTS

SIGNS

LICENSEPLATES/TABS

DENTAL LAB

COMPUTERMANUFACTURING

1998 Annual Report

SALES IFISCALOFFICE

NORTHERN

INDUSTRIES

Richard Watson

FORMS &

PUBLICATIONS

GARMENTS

LEATHERPRODUCTS

TGENERALSERVICES

INMATEPERSONNEL

DISTRIBUTION

'

INFORMATION

SYSTEMS

CUSTOMERSERVICE

PHYSICALPLANT

FLEETSERVICES

Page 17

DIVISION OF CORRECTIONAL EDUCATION

The Division of CorrectionalEducation was created by statutein 1990, its purpose to coordinateresources devoted to academic

and vocational programs forcriminal offenders.

The Division oversees thefollowing academic programs:Adult Basic Education

Computer InstructionComputer Learning LabEnglish as a SecondLanguage/GED

GED/Vocational programs:Small Appliance RepairAuto Body/MaintenanceCarpentryComputer Graphic DesignComputer/Information ServicesComputer/Office TechnologyCustodial Service

Diesel Engine MaintenanceDental Lab Technician

Drafting/CADElectronic TechnologyFood Service

Heavy Equipment OperationsHorticulture/LandscapingIllustration/Sign DesignIndustrial TechnologyMachine Trades

Office Equipment RepairPrinting TechnologyDiverse TechnologySheet Metal

Small Business ManagementVideo Production TechnologyWelding

Special services programs:Anger ManagementCognitive EducationCommunity ReintegrationFamily/Parenting/EducationLibrary ServicesLife Skills

Special EducationImpact of Crime on Victims

In FY 1998, 12,362 inmatesenrolled in Division ofCorrectional Education programs.

Page 18

A total of 614 inmates received

GEDs. Another 1,599 receivedvocational certificates. More than

83% of all inmates utilized libraryservices in DOC facilities,checking out nearly 460,000library materials.Programs and Services:

The Community ReintegrationProgram was developed to assistparoling or discharging inmateswith the difficult task oftransitioning from life in prison tolife in the community. Theprogram is funded through threefunding sources, with the moniesbeing utilized to provide a"seamless" delivery system.

In addition to general funds,this program receives supportfunding through the ColoradoCommunity College andOccupational Education Systemwith funds provided by the UnitedStates Department of Labor andEducation. CommunityReintegration staff first assess whatreleasing inmates' current needs,wants, and goals are. The degreeof assessment varies from inmateto inmate but it evaluates majorlife areas that are critical for thesuccess of an inmate's releaseplan.

The employability of theoffender is dependent on theoffender's ability to fill out jobapplications, develop resumes,investigate potential employers,and interview for job placement.

Occupational interestinventories and interactive

computer programs are utilized toprovide further skill/abilityanalysis and identify potentialeducational and employmentresources. Finally, transitionalcounselors assess the need forcommunity resources such asfood, clothing,

transportation/driver's licensepreparation, housing, drug andalcohol counseling and otherfactors that are vital to ensuresuccess during the first 30-60 daysfollowing release.

The results of this customized

assessment help the CommunityReintegration counselorsdetermine the scope of servicesthat will be provided to thereleasing offender.Services Provided

• Occupational Explorationand Vocational Counseling

• Labor Market AnalysisCoordination and

Connection to CommunityResource Providers

• Employability SkillDevelopment

• Job Placement andRelated Services

• Educational ProgramPlacement

• Community OutreachCounseling

Inmates Served

During FY v98, including theservices provided at the Pre-Release Center in Canon City, theCommunity ReintegrationProgram worked withapproximately 2,500 inmates.

Colorado enjoys greatbenefits from the outstandingefforts of the educators in thisdivision, working in secureenvironments, often with adifficult population, to enhancethe offender's chance to succeed.


CENTRAL ADMINISTRATION

1998 Annual Report

the Chief of Staff Robert C. Cantwell

Office of the Inspector General — This office is charged with thedetection and investigation ofcrimes and criminal enterprises occurring within the Department ofCorrectionsas well as internal investigations of violations of administrative policy. In 1998, Robert C. Cantwell, Chief ofStaff, also served as the interim Inspector General. The unit consists of two Divisions, with investigators located at all majorfacilities and in the Canon City complex. The unit has become increasingly pro-active and includes K-9 drug dogs for thedetection of narcotics. The inmate drug reduction program (IDRP) conducts urine screens on all inmates and is linked to thedisciplinary process as well as to drug courts throughout the state. Also attached to the IG office is the Pre-Employment Unit,which ensures that background investigations are conducted on all prospective employees.

Office of Planning & Analysis/Policy Administration —Under the direction of C. Scott Hromas, this Office is a research, evaluation, policy development, and information and data analysisservice unit for the DOC. The Office is organized into four units.

The general statistics, evaluation, and statistical analysis unit is responsible for analysis and reporting of officialoffender data for the department, including offender demographics, sentences, classification, disciplinaries,recidivism, admissions, releases, and paroleboard decisions. This unit also monitors population projections, analizeslegislative impact studies and conducts evaluations as directed by statute or executive requests.

The specialized research and evaluation unit currently concentrates resources in drug and alcohol programs, sexoffender treatment and monitoring programs, the Youthful Offender System program, and the communityevaluation/audit program. Thedrugand alcohol research component doesextensive evaluation of treatment programsboth within the department and interagency collaborations around the state's standardized drug and alcoholassessment program. The sex offender treatment and monitoring research component does work in monitoring

offenders through the program and has done extensive research in the use of polygraph results in enhancing criminal history data andsupervision requirements of sex offenders. The research component of the Youthful Offender System program is relatively newand willevaluate various programs across YOS from the residential setting to the last phase of community reintegration. The communityevaluation/audit program is partof a larger interagency work group that has the responsibility to evaluate substance abuse in the overallCriminal Justice System. This work group will review and establish standards in definitions and performance measures among allcommunity substance abuse programs.

The policy administration unit monitors the drafting, review, audit, and annual review process for the department's administrativeregulations, the guidelines provided to DOC facilities, divisions and programs to ensure that all operations comply with federal and statelaw, and accepted professional practice, governing corrections and ACA standards.

TheOffice of Planning and Analysis is responsible for the planning of new bed types as it relates to such areas as special populations,offender classification, and department placement policy.

Legal SerVICeS —— This office, directed by Brad Rockwell, administers the OffenderLegal Access Program, manages all employee and offender litigation, acts as ADA coordinator, monitors theStep III Grievance Officer, monitors departmental ACA compliance and coordinates legal inquiries by staffand outside agencies with the Attorney General's Office. The Legal Access Program ensures that offenderscan exercise their constitutional right of access to the courts as mandated by law. The DOC continues tobecome more fiscally efficient by utilizing CD-ROM technology in facility law libraries. The programoperates through the use of law libraries, a contract attorney, a program assistant and 10.5 legal assistantswho provided offenders with approximately 55,000 accesses during the 1998 fiscal year. During FY 98 thisOffice processed in excess of 8,000 legal documents relatingto litigation.

Community Relations Under the direction of Liz McDonough, this office servesas the primary point of contact and liaison 24 hours a day, seven daysa week for the general public, local, state,national and international media seeking information or access to the DOC. Community Relations coordinatesthe department's public education efforts through tours and a speaker's bureau. The office receives an averageof 20-25 informational/assistance requests per day. Community Relations also supervises DOC's constitutionally

j mandated Victim Notification Program. In 1998, that program provided nearly 10,000 notifications to more than3,000 victims concerning the status changes of more than 2,800 offenders.

Page 19

REGION ICarl Zenon

BUENA VISTA CORRECTIONAL FACILITY

Gene Atherton

CENTENNIAL CORRECTIONAL FACILITY

Joe Paolino

COLORADO STATE PENITENTIARY

Donice Neal

FREMONT CORRECTIONAL FACILITY

Gary Neet

TERRITORIAL CORRECTIONAL FACILITY

Larry Embry

Canon Minimum Centers

Randy Henderson

ArrowheadCorrectional Center

Pre-Release Center

4 MileCorrectional Center

SkylineCorrectional Facility

REGION IIMary West

DENVER RECEPTION & DIAGNOSTIC CENTER

Bill Bokros

DENVER WOMENS' CORRECTIONAL FACILITY

Noble Wallace

COLORADO CORRECTIONAL CENTER

Al Bennett

COLORADO WOMENS- CORRECTIONAL FACILITY

Mike Williams

SAN CARLOS CORRECTIONAL FACILITY

Ernie Pyle

PUEBLO MINIMUM CENTERS

Ernie Pyle

YOUTHFUL OFFENDER SYSTEM

Regis Groff

u.jijwXiÂRISTEDES W. ZAVAF

EXECUTIVE DIRECTC

COLORADO DEPARTMENT OF CORRECTIONS

ORGANIZATIO

DEPUTY DIRECTOR

Larry E. Trujillo

EXECUTIV.

Aristedes

LEGISLATIVE LIAISON

Richard Schweigert

STEP III INMATE GRIEVANCES

Frank Ruybalid

REGION III

Jerry Gasko

SUPPORT SERVICES ADMIN.

Ben GriegoProgram Services

Dennis Kleinsasser

ARKANSAS VALLEY CORRECTIONAL FACILITYI Juanita Novak

DELTA CORRECTIONAL CENTER

Bob Hickox

LIMON CORRECTIONAL FACILITY

Rick Soares

RIFLE CORRECTIONAL CENTER

Bill Boggs

STERLING CORRECTIONAL FACILITYRobert Furlong

TRINIDAD CORRECTIONAL FACILITYIrving Jacquez

At^v*^

CORRECTIONAL

SERVICES ADMINISTRATION

STANDARDS & AUDITS

Tom Lopez

•Life Safety

•Security

•PPMIS

•Volunteers

-Internal Audits

•ACA

OFFENDER SERVICES

(Vacant)

^Timo Computation

— Out-of-state Contracts

— Disciplinary CODE

— Case Management

—Jail Backlog

Classification

— In/Out Processing

— Interstate/Inmate Compacts

Records

t Department Files

Dead/History

Archive

1—Central Transportation

— Medical

-Mental Health

— Education

'—Community ReMedical Informatioi

Dental

I—Recreation

DIRECTOR

IV. Zavaras

EXECUTIVE ASSISTANT

Nita Newland

itegration

CORRECTIONAL INDUSTRIES

Richard Schweigert

—~ Manufacturing

-Agri-Business

'Customer Service

•Sales

Marketing

•Joint Venture

•State Forms

— Surplus Property

-Food Service

— Diets

— Equipment

— Menus

— Commodities

— Raw Food

— Preparation

©mil T|RT$fo

CHIEF OF STAFF

Robert C. Cantwell

ADULT PAROLE SUPERVISIONS

Tom Coogan

•Parole

•Parole ISP

•Interstate Parole/

Probation Contracts

1 Fugitive

PLANNING & ANALYSIS

Scott Hromas

POLICY COORDINATOR

'Evaluations

•Analysis

' Statistics

•Offender Reporting

'Program Evaluations

•Bed Planning

I AdministrativeRegulations

SPECIAL INVESTIGATIONS

Ken Lovin

t Pre-Employment Investigations

Special Investigations

COMMUNITY CORRECTIONS

Jeaneene Miller

•Community Residential

•Community (ISP)

•YOS Phase II

-YOS Phase III

• (Contract) Pre-Release

HUMAN RESOURCES

Madline SaBell

•Employment Services

•Operations

-Management Services

L-EEOC• Employee Relations

STAFF DRUG DETERRENCE

Christy Gonzales

t Applicant Drug Testing

Employee Drug Testing

INSPECTOR GENERAL

(Vacant)

•Criminal Investigations

•Internal Affairs

• Inmate Drug Reduction

-Internal Audits

• K-9

LEGAL SERVICES

Brad Rockwell

•Litigation

• Legal (Advisor)

• Law Libraries

-ADA Coordinators

PARDONS & CLEMENCY

Mark Noel

COMMUNITY RELATIONS

Liz McDonough

•Public Information

• Media Relations

• Special Events

•Facility Tours

• Speaker's Bureaus

STAFF DEVELOPMENT/TRAINING

Cherrie Greco

•Training Academy

•Basic Training

• In-Service Training

•NIC Coordination

-Specialized Training

-Firearms Qualification (Basic)

FINANCE & GENERAL ADMINISTRATION

Brian Burnett

Kathy WalkerBUSINESS OPERATIONS

Dennis Diaz

CANTEEN

Fran Fox

PURCHASING

Tony Diorio

h Development

Monitoring

COMMUNITY SYSTEMS

Christie Poole

STRATEGIC PLANNING & PROCESS IMPROVEMENT

Tom Crago

-Accounting

-Inmate Accounts

-Inventory

-Payroll ^^

INFORMATION SYSTEMS

Gary Saddler

• Management Data Systems

•LANS

• Inmate Data Systems

Procurement

Contract

Review

•^Warehousing

FACILITY SERVICES

Nolin Renfrow Tami Connelly

— Capital Construction

— Controlled Maintenance

— Architectural

— Life Cycle Cost

— Facility Planning

— Capital Needs

—Strategic Planning

EqUai Opportunity/Diversity Officer In response to the Governor's call inSeptember, 1995, for "Diversity Plans for Employment ofState Personnel," a full-time Diversity/EqualOpportunity Officer, Philip N. Hernandez, was appointed to oversee DOC's efforts in this area. It is theresponsibility of this office to assist the department in increasing the representation of women, ethnicminorities, and people with disabilities within the DOC work force. While progress has been made inoverall representation, the lack ofwomen and minorities at higher levels in the organization continuesto be an issue. This office must also ensure that any allegations ofdiscrimination in DOC are promptlyinvestigated and serve as a resource to those investigating or responding to allegations ofdiscrimination. This office has been assigned the responsibility for coordinating and implementing outof state recruitment.

The DOC is currently developing strategies to address recruitment and retention of minority staff for facilities andoffices in remote, rural parts of the state. As part of that effort, this office coordinates the recruitment of new staff throughjob fairs at state colleges, military installations and community programs. This will become a critical issue in the next fiveyears as the DOC recruits for staffing of the mega-facility (2,445 beds) at Sterling and future additions to the DOC.

DOC Human ReSOIirCeS The Department of Corrections Office of HumanResources includes four major units devoted to customer service. Employee Relations, which includes theHelp Desk, Workers' Compensation Benefits, and employee grievances; Employment Services, whichincludes Applicant Data System (ADS), job analysis, classification, selection; Management Services, whichis devoted to EEO/Diversity Planning, recruitment, performance appraisal; and Operations, which includesemployee orientation, hiring new employees, promotion, transfers, employee reporting, tracking andrecords management.

Under the leadership of Madiine SaBeli, Director, the underlying concept ofall HR/Personnel activities is that friendly,helpful services are available and provided to Appointing Authorities, employees and to the public by the DOC HumanResources Office.

'COLORADO DEPARTMENT,OFCORRECTIONS

STAFFINGDecember31,1998


FINANCE & GENERAL ADMINISTRATION

•w Brian Burnett, Director

Strategic Planning/Process ImprovementAdepartment-wide planning and project tracking system, under the direction ofTomCrago, is the core responsibility or this office. The office develops and publishes aDOC Strategic Plan every two years, guides the development of a Management Plan for eachorganizational unit annually, and reviews Quarterly Reports from those units. The office provides relatedsupport to theTraining Academy and operating units ofthe DOC, as needed. During our change ofGovernor, and the Department's Executive Director, this office prepared extensive briefing documents forthe officials involved.

Canteen Operations • The DOC Canteen (Central andNorthern), provides merchandise throughout the State of Colorado to those inmates with adequatepersonal funds. This merchandise complies with security restrictions at each facility. It also contracts andmanages vending services for visiting rooms within each facility. Under the direction of Fran Fox, theCanteen now has sales of $5,346,118 and receives $39,929 in vending commissions annually.

Net profits from sales and commissions are placed into the Canteen and Library Fund for reallocationto the facilities for recreational activities and equipment purchases, as well as inmate libraries andeducational programs.

DUuget ^"^ This office prepares, explains and defends the annual Department of Correctionsbudget request to theJoint Budget Committee, the Governor's Office of Planning and Budgeting, theGeneral Assembly and the public. Responsibilities include setting and distributing allocations, monitoringexpenditures of operating units, preparing financial analysis for internal and external distribution, andproviding fiscal impact statements on pending legislation to the Legislative Council. Business Managerssupporting facilities and divisions, provide financial and policy assistance with guidance from the BudgetOffice. Under the direction of Budget Director Kathy Walker, this unit ensured fiscal responsibility for theDOC's $338.9 million operating appropriation in FY '98.

K

Business Office/Accounting — The centralized business office,reporting to DOC Controller Dennis Diaz, is composed of the following sections: ACCOUNTSPAYABLE — processes all non-payroll expenditures; ACCOUNTS RECEIVABLE — records the billingand collection of revenues generated by the DOC's enterprises, parolee restitution payments -$942,000 in FY '98 and miscellaneous receivables, and prepares statutorily mandated reports oncollections and restitution; CASHIER — receipts and deposits all cash, arranges parole and dischargepayments to departing inmates, and processes miscellaneous disbursements from wardens' revolvingaccounts; GENERAL ACCOUNTING — maintains and controls the accounting records, reports,manages grant accounting, and performs ad hoc analysis and reporting; and INMATE BANKING —maintains the inmate trust fund, enters all inmate financial transactions into the banking system,supervises inmate bank policy and internal controls. Payroll exists to ensure the accurate and timelypayment of earnings to DOC staff. Among the functions performed by this officeare: calculation of gross pay, calculationof shift differential, state benefit deductions, personal deductions, retirement assistance, processing of workerscompensation claims and deductions and processing of short term disability applications.

Purchasing & Warehousing — The purchasing office, under the direction of TonyDiOrio, assists DOC personnel in procuring the goods and services necessary to satisfy the needs andmission of the department. In complying with the State Procurement Code and the Procurement Codeof Ethics, this office ensures equitable treatment of all vendors who participate in the state's purchasingprogram; fosters fair and open competition for DOC's requirements; and maximizes to the full extentpractical the purchasing value of public funds. The Warehouses receive, store and distribute goodsneeded to support the facilities and operations of the department.

m **v• Hi


V-OmmUniCatlOnS The communications office, under the direction ofChristiePoole, oversees and services the department-wide telecommunications system and equipment for staff andinmates. Technical expertise is available in theareas of: staff voice communications, radio systems andequipment, cellular telephones, pagers, hardware and cable planning, microwave communications, videoteleconferencing and the Colorado Inmate Phone System. Direct interaction with the state Division ofTelecommunications ensures that the DOC operates effectively and efficiently within guidelines establishedby the state.

Information Technology Under the supervision of Director Gary Saddler, the mission of" the Office of Information Technology is to enhance departmental operations by providing accurate and

concise information that is accepted throughout the criminal justice system. The Department of Correctionsis oneoffive agencies who have worked together in thedevelopment ofCICJIS (Colorado IntegratedCriminal Justice Information System), a statewide initiative to enhance information sharing between andamong criminal justice agencies furthering the protection ofpublic safety. Information Technologycontinues its initiative to reduce paperwork byconverting to computerized systems for data input, retrieval,communication and analysis. Additional initiatives include thedevelopment ofapplication systems to bringmore decision support capabilities to the department, as well as bringing more user developed reporting tothe desk top. With the approach ofYear 2000, Information Technology staff are taking the necessary stepsto ensure that computer-based systems operate properly in the Year 2000 and beyond.

Facility Management Services — The office ofFacility Management Services (FMS) mission is to be a high performance team thatsupports the CDOCmission and provides responses that are timely and cost effective to build, operate and maintain, underthe leadership of Nolin Renfrow, Director.

In 1998 FMS was responsible for Administration of over $400 million in CapitalConstruction/Controlled Maintenance projects. This amounted to continual reporting, tracking andproject representation of 85+ contracts on 73+ projects; while striving to maintain open lines ofcommunication with facility staff. With a limited staff resource, FMS looked at improving the processes,and participated in the Process Improvement Teams operative. Working as a process improvement teaminvolved re-alignment of responsibilities and duties, and resulted in accomplishment of the task.

• ROLES/RESPONSIBILITIES TEAM — This team developed the FMS Office Procedures Manual which wasreferenced in the development of the State Buildings Programs procedures.

• CONTRACT PROCESSING focused on improving timely contracts and payments. With Accounts/Controlsignature authority delegation for Change Orders, the office processed over 250 change orders within a two-dayturnaround. In FY 98, FMS encumbered $125,266,466 in contracts. This unit routed 448 contracts consisting ofarchitect/engineer, consultant, construction, as-needed, escrow, inter-governmental, novation, and ADA agreements;change orders, amendments, and supplement.

• CONSTRUCTION SCHEDULING provides accurate reporting andforecasting ofa projects' progress through themanagement of time, cost and resources for the purpose oftimely completion, accountability and within budgetaryconstraints. Scheduling training was provided; scheduling software and specification improvements are underway.

• MASTER PLANNING is a continuous analytical process, which involves evaluation of factors affecting the presentand future physical developmentof a facility or complex. Improvement options included facility standardsdevelopment; criteria for site selection/zoning/demographics; guidelines for Project Directives (AR 100-10); andcataloging of existing drawings.

• TRAINING — The Training group worked on expanding computer technology experience. FMS purchasedMicrosoft CD-ROM tutorials to help attain these goals.

Nolin Renfrow attended the 1998 National Construction Management Conference in St. Petersburg, FL, where FMS washonored and awarded for Excellence in Government. Also noteworthy, Renfrow was asked to be a speaker at this year'sconference to be held in Lubbock, TX.

LeglSlatlVe LiaiSOn — This position is primarily responsible for effectively handling all aspects of apolitically based agenda for the department. This includes implementing political strategies developed by the executive staff of thedepartment. During a typical legislative session, some 700 bills are introduced and all are reviewed to determine any potentialimpact on the department. At any one time approximately 60 to 80 bills affect the DOC in some way. This position also serves asan advisor to department staff on the legislative process and drafts DOC legislative initiatives in consultation with the ExecutiveDirector. In 1998, Richard Schweigert served as the department's Legislative Liaison, before being appointed Director of theDivision of Correctional Industries.


DIVISION OF ADULT PAROLE SUPERVISION

The Division of Adult Parole

Supervision assumes the responsibilityof the successful reintegration of theoffender back into the community. Thisis achieved through the closesupervision of, and assistance to, theoffender in the areas of employment,treatment, residential support, and dailylife skills while always consideringpublic safety foremost. This balance isone of the challenges that paroleofficers face daily.

The Division currently maintains 12office sites statewide. These are broken

into four Regions and Headquarters.Denver Parole Operations, NortheastParole Operations (based inWestminster), southeast ParoleOperations (based in Colorado Springs),and Western Parole Operations (basedin Grand Junction) act as the RegionalHubs with satellite offices in

Englewood (home of the state's largestIntensive Parole Supervision (ISP)operation), Pueblo, Canon City,Longmont, Fort Collins, Greeley andDurango. Parole Headquarters islocated in Lakewood and also houses

Parole's Interstate Compact Operations.

Approximately 3,000 offenders arecurrently being supervised by Parole atthis time while another 1,000 are beingadministratively supervised in otherstates by the Interstate Compact office.These numbers are expected to grow asa result of the Mandatory Parole Lawthat was enacted by the Legislature in1993. Projections vary by year but asDOC grows, so grows Parole. TheDivision's total budget for the fiscalyear 1997-98 is $6,720,987. This figureoperates an organization of 110 staff,approximately 85 of those paroleofficers.

Under Division Director Thomas E.

Coogan, Parole readies itself for thenew century in the technological fieldas well as the planning andmanagement of Division growth. A newtelephone call-in system has beenimplemented in the Intensive ParoleSupervision program. This system takescalls and messages from parolees onISP and is capable of leaving individualmessages for the offender as well.Parole officers can access this system

1998 Annual Report

Thomas E. Coogan, Director

from the field with their cellular phonesand receive and transmit data throughthe use of their laptop computers.These innovations allow the officer to

complete more of their work in thefield where they can be more effectivein supervising the parolee andestablishing collateral contacts.

Another innovation that Parole is

currently exploring is the GlobalPositioning Satellite (GPS) system.Basically this employs a transmitterworn by the parolee that would allowthe tracking of this offender as well as arecord of places that the offender hasbeen in the past. There is also thecapability ofprogramming in certainareas in the community that would setoff an alarm should a parolee travelwithin or close to those areas. This

could prove especially valuable inprotecting prior victims as well asprotecting children at school and atplay from sexual predators. Although inits infant stages, there seems to be nodoubt that this technology will beutilized in the very near future.

Technological advance maystreamline the parole officer's work insome cases but it cannot replace theone-on-one rehabilitative work that

officers invest in their parolees. As theDivision strives to learn what methods

and treatments prove most effective inworking with parolees, more emphasishas been placed on collecting data andestablishing performance outcomemeasures. This allows Parole to

substantiate their claims as to what is

the most efficient and effective routes

to pursue. This proves valuable whenjustifying budget requests made to theJoint Budget Committee.

Far removed from these

administrative maneuverings are theParole officers who must face an

increasingly dangerous offender andenvironment. As fully commissionedpeace officers, parole officers also actas counselors, and investigators as theysupervise the most dangerous people inColorado. On a daily basis, officersattempt to determine which paroleesare seriously trying to rehabilitateversus trying to intervene before thosewho are not serious victimize others.

No other job offersthese challenges.

Specialization of certain offendercaseloads as well as programs hasshown to be an effective trend. Officersare assigned caseloads that can beprimarily gang offenders or drugoffenders. Even more established arethe following specialized units:

Intensive Supervision Parole (ISP) -This program is designed for the higherrisk offender who otherwise might notbe out on the street. This is a highlystructured supervision which includesthe use of electronic monitoring (anklebracelet) and the new Call-in system.Parolees on ISP call in with their dailyschedules and see their parole officerweekly. They abide by curfews, areinvolved in treatment, and are checkedon more frequently than if they wereon regular parole. It is hoped that theparolee can establish a positive, crime-free routine while in this program.

Fugitive Investigation andApprehension Team (FIAT) - Certainofficers are assigned the responsibilityof locating and apprehending paroleeswho abscond from supervision. Theseunits work closely with local lawenforcement agencies in an attempt toprotect the public from fugitives fromjustice.

Risk Assessment Management Team- A program of parole officers andsupervisors specially trained in thesupervision, treatment, and monitoringof sex offenders, chronically mentallyill, developmentally disabled, and highprofile parolees. The supervisorystandards for this caseload also exceed

regular parole.

It has been extraordinary to observethe evolution of Parole over the last

five years. The complexities andsophistication required to perform theseduties combined with the managementof an organization that is experiencingunprecedented growth make theseexciting times. The dedication of theindividual staff members is what makes

it all work. There is no doubt that the

Division of Adult Parole Supervision isready and excited to face thechallenges of the 21st century.

Page 25

•HBaSaSSSSSSSSi

The Division of ClinicalServices is responsible forproviding medical,

dental, mental health, and drug andalcohol services to inmates inColorado correctional facilities.

The department maintains a programof coordinated clinical services thatprovide quality care at a reasonablecost. Care is provided withinrecognized professional standards.

Correctional health care is notimmune or sheltered from theskyrocketing costs of health careelsewhere in American society. Thephilosophy of the division involves:• To continually update our

understanding of correctionaldynamics as well as trends inlocal and national health careenvironments.

• To continually assess ClinicalServices' strengths, weaknesses,opportunities and visions for thefuture.

• To chart future directions that willallow this Division to exploitopportunities to achieve itsmission in the most efficient andeffective way possible.

It is the intent of Clinical

CLINICAL SERVICES

Dennis Kleinsasser, Ph.D., Director

Services to provide authorizedmedical services through the use ofstandards of care, critical pathways,and outcome research in an effort tomeet community standards of care.

The Division of Clinical Servicesprovides a diagnostic process thatsystematically identifies inmateneeds, refers the inmate forappropriate clinical services andprovides an initial data base forevaluating program effectiveness atthe Denver Reception and DiagnosticCenter.

In a highly competitiveenvironment, Clinical Services strivesto recruit and maintain an adequatelevel of licensed, professional staff,and a sufficient quantity and qualityof space and equipment to meetcourt-mandated standards, AmericanCorrectional Association standardsand Professional Clinical Standards.

In 1996, a managed careprogram was initiated with a nonprofit health maintenanceorganization to manage all outsidehospital and specialty care. Thisprogram will help ensure quality carethat is efficient.

Health care management requires a sensitivity to our inmate

population. This compassion ledclinical services staff at the ColoradoTerritorial Correctional Facility (CTCF)where we manage a full-service 32-bed infirmary, to institute a hospiceprogram. With the cooperation of thecorrectional management of thefacility, this hospice allows aliberalized visitation policy for familymembers and inmate friends of theterminally ill.

Clinical Services providesspecialized programs for chronicallymentally ill inmates, chemicallydependent inmates and sex offenders.Through a joint program withEducation and CorrectionalIndustries, inmates make all thedental prostheses used by inmates.Our role also extends to thecommunity through specialized casemanagement for chemically abusiveinmates such as TreatmentAlternatives to Street Crime.

20,000AVERAGE JURISDICTIONAL POPULATION

FISCAL YEARS 1994 THROUGH 1998

18,000

16,000

14,00012,298

1

12,000 -%<fg2,673

10,000

8,000

6,000

9,6224,000

2,000

1994

Page 26

10,56411,019

1996

FISCAL YEAR

12,205

4,147

13,242

I I INMATE POPULATION

W\ PAROLE POPULATION

• Y.O.S. POPULATION


DOC'S SPECIAL PEOPLE IN 1 SSS

FCF'S BUCK FRIENDIS 98'S TOP DOC EMPLOYEE

Captain Friend began his service with the Colorado Department of Correctionsin 1977 as a Correctional Officer 1 at the Colorado Territorial Correctional Facilityand transferred to Fremont in April of 1978. He rapidly promoted through theranks and is currently the facility representative to the central Emergency PlanCommittee, heads up Security Services and is also the facility EmergencyCoordinator. He has taught various DOC courses including Chemical Agents,Emergency Planning, Use of Force and Firearms.

Captain Friend always has time for praise when a staff member is deserving. Hepossesses the honesty to tell someone the truth so they can learn from theirmistakes. This helps everyone to do a better job and operate a more efficientfacility.

Captain Buck Friend is a role model to staff and inmates alike. Hesets a standardof professional behavior for Fremont Correctional Facility, as well as the State ofColoradoto present FCF's Buck Friend as our Employee of the Year.

Captain Buck friend

The DOC is proud

SWAY HONORS DOC EMPLOYEESDoreen Webb was recognized by State Workers Advocating for Youth (SWAY) for her involvement with the

Colorado Springs' Muzzle Loaders Association. Irene &Jim Sturgeon were presented with a SWAY award fortheir ten years of involvement with Boy Scouts and Girl Scouts.

Doreen has been involved for the past 18 years in a variety of programs aimed toward groups of childrenincluding Girl and Boy Scouts, churches and schools in Fremont County. She portrays women ofthe fur tradeera (1 750-1 840). This includes a demonstration of life during this time, including the role of women in the furtrade and the settlement of the west. She also teaches children about the Native American Culture of the era,displays items of the era and teaches gun safety.

Jim was a Boy Scout Master while stationed in Japan. He and Irene worked together with their troop as wellas area wide events and a cross cultural event with Japanese troops. The most significant contribution theymade to the area scouting program was in recruitment. They started the year with eight boy scouts and endedthe year with five adults and 45 Boy Scouts.

Two years ago, both Irene and Jim decided to start Boy and Girl Scouts in Guffey, Colorado where they live.Prior to that time, there had been no scout troops. This implementation involved getting the area councilsinvolved, as well as recruiting andtraining parents. Currently, Irene isthe Leader of a Junior Girl Scout troopand the Den Leader for her son's Cub

Scout Troop. Jim is the Cub ScoutMaster for the Guffey area.

Jim has been involved in the BoyScout movement most of his life.

Irene's involvement started as anadult.

The Department of Corrections isproud of all three employees, andtheir personal contributions to their £efi to tiqM: findre Vettigrew, director of Qeneral Support Services; DOC Executive Directorcommunities! •firi Zavaras, Staffers Doreen Webb, Irene & fim Sturgeon


Colorado

Department of ions

1998

by the numbers...

1HT DIM 350

_300

250

_200

150

1991 1992 1993 1994 1995 1996 1997 1998



COMMITMENTS

CommitmentsbyCounty

Fiscal Year 1993 lFiscai Year 1998

'EthnicityofCommitmentsFiscal Year 1993 Versus A

Fiscal Year 1998

Page 30

TEWKSEXn

Hispanic' African-American

'NativeAm. indianAsian

Unknown

TOTAL

CommitmentFelonyClass Distribution

Fiscal Year 1993 VersusFiscal Year 1998


COMMITMENTS, CON'T

Court Commitment

Most Serious Offenses

1Fiscal Years 1997&

TOTAL I4235J 448/48/8/100.0%/4884/ 486/4820/100.0%/ 3.0%j


COMMITMENTS - CON'T

IAgeofCourt Commitments\FiscalYear 1993

Versus FiscalYear 1998

AVERAGEAGE(yrs.)MEDIANAGE (yrs.)

PERCENTUNDER25 YEARS

PERCENT40YEARS &OVER.

$aHINKl


oI—

u_

O

LU

ODCLUDL

6.0%

5.0%

4.0%

3.0%

2.0%

1.0%

0.0%

5.9%

COMMITMENT OFFENSES

y@p fowe vnoojENnr ©©ftflOMDinriMiEiNnr ©ffumsesFV 8J? ¥So FV

O.O /o

5.4% 5.3%

4.7%

4.0%

2.7% 2.7%

SEXASSLT ATT/CONS/AC ASSAULT MENACING ROBBERY'

• FISCAL YEAR 1997 • FISCAL YEAR 1998

Robbery includes simple and aggravated tobbery.

25.0% —,23.2%

TOIP F0W1 M©M=WO©UI[iOT ©©(MJIMIDTTlMlEINnr ©FF1NK

24-2% Rf m ^So fv m

20.0% —

O15.0%

g 10.0%DCLUQ_

5.0%

0.0%

1998 Annual Report

10.4%

DRUGS ATT/CONS/AC

• FISCAL YEAR 1997

8.0% 8.1%7.4% 7.5%

6.2%6.6%

THEFT ESCAPE/CNT BURGLARY

• FISCAL YEAR 1998

Page 33

Page 34

PRISON POPULATIONS

45.0%

40.0%

35.0%

_i

f 30.0%O\-

y- 25.0%O

g 20.0%O

£ 15.0%Q_

10.0%

5.0%

0.0%

45.0%

40.0%

35.0%

_i

f 30.0%OH

u- 25.0%O

Zj 20.0%O

85 15.0%Q_

10.0%

5.0%

0.0%

INMATE POPULATION AGE DISTRIBUTION

AS OF JUNE 30, 1998

34.5%

29.3%

2.1%1.0%

44.6%

35.9%

20.1%ig-3o/o

fetf.••.*'-•

•885%

7.4%5.8%

15-19 20-29 30-39 40-49 50+

• MALE POPULATION • FEMALE POPULATION

INMATE POPULATION DISTRIBUTION

JUNE 30, 1993 VS. JUNE 30, 1998

38.6% 38.4%36.5%

34.1%

20.0%

15.8%

7.4%

5.3%

1.9% 2.1%s!f;

15-19 20-29 30-39 40-49 50+

• June 30, 1993 Population • June 30, 1998 Population


k

7,000

6,000

5,000

4,000

3,000

2,000

1,000

1992 1993 1994 ' 1995 ' 1996

FISCAL YEAR

TOTAL ADMISSIONS AND TOTAL RELEASES

6,192

1997 1998

DuafCommit/State Hosp/taffnterstate

SUBTOTAL

um/t/State Hosp/taf / // Of // 0.0%/ 2/ 0/ 2/ 0.0%/ AJ/A MCompact / to/ ft ft/ Q.2%/ 8/ f/ 9/ 0,f%/-fQ.2%M

/ ft/ t / t2/ 0.2%/ tO/ t / ft / 0.2%/ -O.J%Mf

TOTAL

•tctcnl wowsavo^s,-.

J523Q/ 535 j5765/fOQ.0%J5602/ 590 j 6t92/fOO.O%i 71%{I

1998 Annual Report

• ADMISSIONS

• RELEASES

Page 35

ADMISSIONS/RELEASES, CON'T


ADMISSIONS/RELEASES, CON'Tl^Sl** «k* ':• ,*«i,*JS* $ » WKIMS liv \V$if

PRISON EXPANSION AND CONSTRUCTION LEGISLATION (*)*— —_=^^_^^J

FACILITY

LE G I SLAT ION TOTAL TOTAL

BEOS APPROPRIATIONI LB. 94-1340 H.B. 95-1352 H.B. 97-1244 1LB. 97-1358 1LB. 98-1401

Delia Correctional Center 7.482.201) 180 $7,482,200

Denver Women's Corn Facility I7.5W.8I ft 13.159.760 67.065,770 9(H) 97,825,346

Colo. State Penitentiary 19.546.250 340.000 250 19.886.250

Sterling Corr. Facility 37.500.000 40,427.119 2.000,0()0 26,780,000 63,138,688 2,445 169.845.807

Arrowhead Corr. Center 2.59ft.4ft() 120 2.596.460

Colo. Territorial Corr. Facility 4.584.3(H) 94 4.584.3(H)

Four Mile Corr. (.'enter 10.031.328 7.922.967 480 (-300) 17,954.295

Fremont Corr. Facility 23.234.400 363 23.234.4(H)

Pueblo Minimum Center 641.088 28 641.088

Rifle Correctional Center 6,800,000 3.632,277 (1) 192 (-150) 10,432.277 (1)

San Carlos Corr. Facility 423.360 250 423.360

Trinidad Corr. Facility 2,4(X).00() 29,950.000 2,529.100 480 34.879.1(H)

Ituena Vista Minimum Complex 14.078,764 292 (-214) I4.078.7W

Youthful Offender System 25.245.900 11.085.824 480 36.335.324

Additional minimum beds 24,000,000 24,(H)0,000

Training Academy (CMHIP planning) 165,000 165.000

TOTAL $131,377,766 $90,714,695 $78,785,675 $30,752,277 $132,733,558 6,554 (-664) $464,363,971

* Hie legislation listed may include additional funding for operating, controlled maintenance, life safetyand other expenditures not reflected in this table.

(1) Includes S228.892 appropriated in H.B. 93-234.

COMPARISON OF PRISON POPULATION PROJECTIONS AS ISSUED

BY DIVISION OF CRIMINAL JUSTICE AND LEGISLATIVE COUNCIL25,00025,000

20,000

15,00014,154

10,000

20,000

19,609

15,000

Dec 98 - Division of

"° Criminal Justice

hi Dec 98 - LegislativeCouncil

- 10,000

12-98 6-99 12-99 6-00 12-00 6-01 12-01 6-02 12-02 6-03 12-03 6-04 12-04 6-05


INCIDENTSUMMARY

Calendar Years

1995through 1998

/nmate Assaults on Staff

/nmate Assaults on Inmates

Inmate SexualAssaults on Inmates

FightingSelf-InflictedInjuries

Inmate Deaths byMurder/ HomicideInmate Deaths bySuicide

Natural/AccidentalDeaths

Unknown Cause ofDeath

TCJTOKTCbWOBRR^

Page 38

ESCAPE RATES

1/5 of 1994 levels.


ESCAPESBYLOCATION,CALENDAR YEAR 1998

Colo. State PenitentiaryCentennialCorrectionalFacility

Limon CorrectionalFacilityArkansas Valley CorrectionalFacility

Buena Vista CorrectionalFacility

Colo. TerritorialCorrectionalFacilityFremontCorrectionalFacility

ArrowheadCorrectionalCenterBuena Vista Modular Unit

FourMile CorrectionalCenter

Pre-Release CorrectionalCenter

PuebloMinimum CenterSkyline CorrectionalCenter

Colorado CorrectionalCenterDeltaCorrectionalCenter

RifleCorrectionalCenterColorado Corr. Alternative Program

Colo. Women's CorrectionalFacilityDenverReception &Diagnostic Center

Denver Women's CorrectionalFaci/tySterlingCorrectionalFacility

San Carlos CorrectionalFacilitySUBTOTAL

\fcfc tft^K^^k^bH^

BentCounty CorrectionalFaci/ityMinnesota Prairie CorrectionalFacility

Huerfano County CorrectionalFacilityCrowley CountyFaci/ity

Kit Carson CountyFaci/ityCountyJa//Contract/Jai/Back/og

SUBTOTAL

ttNKttMR TOMSftc&\

TOTAL ESCAPES-1998

Ow\Ao-ôwx\V^


ftotal

NtA.CVJt&Ê&

/4265/ 5.4/485/ 4.8/4Z5Q/ 5.3♦



Recidivism RatesThree YearReturn

Releases for Calendar

1994& 1995

Parole

MandatoryParoleProbation

Court OrderDischargeSentence Discharge

Comparison ofInmateCustody Classifications

as ofJune 30, 1994through June 3Q, 1993

9XY\$ok< ^»s.wx>\>i \aKNNâ&.

Ad. SegJMax/CloseMedium

Restr/cted-M/n/mum

Minimum


Percent ofPopuiationPastP.E.D *

Average incarcerationTime to Date (months/

Average Govern/'ngSentence /months)* 143.7

OffenderProfilebyGender

as ofJune 20, 7998'

\>axo\fe ^vxcgjci'KxXs} <ax 4&«&v s&xfcaxvcfe«s^ ewNwcte^

1998 Annual Report

Cover Legend1 - Arkansas Valley CorrectionalFacility

2 - Four Mile Correctional Center

3 - Centennial Correctional Facility

4 - Colorado Women's Correctional Facility

5 - Youthful Offender System

6 - ColoradoTerritorial Correctional Facility

7 - Colorado State Penitentiary

8 - Pueblo Minimum Center

9 - Skyline Correctional Center

10 - Community Corrections

11 - Training Academy

12- Denver Reception & Diagnostic Center

13- Limon Correctional Facility

14 -BuenaVista Correctional Facility

15 - Youthful Offender System

16 - Pre-Release Correctional Center

17 - Rifle Correctional Center

18 - Trinidad Correctional Facility

19 - Sterling Correctional Facility

20 - Arrowhead Correctional Center

CSP is in the background

21 - Delta Correctional Center

22- Z, the Bloodhound

The 1998 Colorado Department of Corrections Annual Reportwas published by the DOC Office of Community Relations.

Special thanks to Juniper Valley Printing Servicesat Centennial Correctional Facility

for their graphic andprinting expertise and assistance.Statistical information was provided by the Office of Planning & Analysis.

Copies may be obtained from:

Colorado Department of Corrections2862 South Circle Drive

Colorado Springs, CO 80906

Documents

1998 Colorado Dept of Corrections Annual Report