Utah Dept. of Corrections budget presentation

8/9/2019 Utah Dept. of Corrections budget presentation

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Utah Department of

Corrections Presentationto the Executive Offices and Criminal Justice

Appropriations Subcommittee

January 30, 2015

BackgroundVision, Mission and Operations


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State Prisons

The Department operates two prisons and contracts with 22 county jailsto provide additional housing capacity.

• The Draper prison — opened in 1951 — houses around 4,000of the State’s inmates.

• The Central Utah Correctional Facility in Gunnison houses around1,500 inmates.

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Nearly 1,600 of the State’s inmates are housed in county jails thatcontract to provide this service for the Department to help it managethe inmate population.

Snapshot of Utah’s Prison Population

Prison Population on January 29, 2015

Total inmate population: 6,845

• Total male inmate population: 6,219

• Total female inmate population: 626

• Utah State Prison (Draper): 3,696

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CUCF (Gunnison): 1,466•

County jails: 1,594

• Out (compacted to another state): 89


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Top Five Primary Offenses in Prison

• Registerable Sex Crimes 32.0%

• Property Crimes 20%

• Person Crimes 18.1%

• Murder 10.6%

• Alcohol & Drug Crimes 8.3%

Community Supervision

The Department supervises offenders on probation and parole through the Adult Probation and Parole Division (AP&P).

• Probation: Court-ordered community supervision

• On January 27, 2015, the Department supervised 12,353 offenders on probation

• Parole: Community supervision of offenders released from prison

• On January 27, 2015, the Department supervised 3,567 offenders on parole

In addition to community supervision, AP&P staff are responsible forcommunity-based treatment services, such as substance abuse treatment.

AP&P also provides Pre-Sentence Investigation reports to courts prior tosentencing.


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Institutional ProgrammingThe Institutional Programming Division is responsible for providing awide range of programming services to inmates.

• The Institutional Programming Division identifies individual offenderneeds based on assessments performed upon entry.

• These assessments are the basis of a Case Action Plan that identifiesspecific needs an offender may have — substance abuse treatment,mental health care, high school education, etc.

Medical Services

The Clinical Services Bureau provides medical, dental and mental health services to inmates.

• At the two prisons, Clinical Services operates in a setting similar to that of ahospital emergency room.

• For specialized care (cancer treatment, ophthalmology, etc.) and surgical services,the Department contracts with the University of Utah Medical Center.

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The Department also supervises a number of inmates with mental health problems.

• Clinical Services staff includes physicians, nurses, dentists, psychologists andlicensed clinical therapists.


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Utah Correctional Industries

Utah Correctional Industries (UCI) provides opportunities for offenders tolearn employment skills and trades that will help them succeed as they returnto the community.

• UCI operates many “shops,” including printing, signs, furniture, embroidery,upholstery and culinary.

• State statute restricts the customer base of UCI to State agencies and politicalsubdivisions to avoid direct competition with the private sector.

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Inmates working for UCI also are involved in projects outside of the prison, such asdemolition and asbestos abatement services.

Administrative Services

The Department also has a variety of Administrative functions that areessential to its operations.

• Training Bureau: Provides training for new cadets hired to work in the prisons, in-service training forcertified staff, and firearms maintenance and management.

• Finance Bureau: Manages expenses and budgets within the Department, establishes and monitorscontracts and provides inmate accounting services.

• Planning and Research Bureau: Provides requested information and data to Department staff andoutside entities, evaluates program effectiveness and develops strategies for maintaining informationsecurity.

• Law Enforcement Bureau: Investigates criminal activity within the prisons, as well as actions/ behaviors of staff that may impact their employment and/or certification.

• General Administrative Services: Includes GRAMA requests/appeals and inmate disciplinary/grievance appeals.


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Accomplishments

& Trends

Accomplishments

• Employee groups have regular access to leadership to discuss ideas and concerns.

• Tuition assistance has been restored and staff are returning to their educational pursuits in alldivisions.

• The department has opened the door to social media, now having a presence on Twitter, Facebook, Pinterest, and Instagram.

• New Correctional Officers are now required to have a solid working foundation of operations prior to transferring to specialty positions or other divisions/bureaus.

• Significant updates were made to our promotional and disciplinary policies, ensuring a fair process and accountability for all.

• Changed rule requiring “English Only” in visiting areas and only one opposite gender person

on the inmate visitation list.• Successfully transitioned the final housing unit to a smoke-free environment.

• Expansion of K9 unit is in process for our prison system.

• The Training Academy introduced PT standards, daily uniform inspections, and a new hiring process to enhance the quality of officers coming into the Department.


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Accomplishments…. continued

• Leadership Summits were held for supervisors.

• Employee events included a great Corrections Week, AP&P Week and the annual Family Halloween activity.

• Continual refreshing of stories and information on the Department’s Innerweb, as well asincreased communication to staff providing up-to-date information on changes and actions.

• Transparent and current postings of Executive Staff meeting minutes.

• Continued work by staff on the web-conversion of the Department’s primary informationmanagement system.

• Established a Policy Advisory Committee.

• Developed Military insignia badges.

• Conducted “Taking Leadership Personal” training for staff.

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Refined emergency preparedness processes.• Law Enforcement Bureau and Division of Institutional Operations collaborated on interdiction

efforts to eliminate contraband and drugs coming into prison facilities.

• AP&P conducted its first division-wide training since 2007.

Accomplishments …. continued•

Security Threat Group staff have been compiling information and targeting groups that are attempting to threaten or intimidate staff.

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Assigned a staff member to work directly with the Prison Relocation Commission to ensure our involvement while also allowingleadership to focus on the needs of our agency.

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Invigorated the promotional process. Many staff have been promoted into the ranks of sergeant, lieutenant, captain and deputywarden.

• The UCI sign shop was updated and moved to CUCF, with new equipment and doubling of the inmate jobs in this shop.

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The UCI print shop was upgraded and expanded, including the addition of the Xerox Corrections to Careers Digital Print program.

• UCI became ISO 9001 certified, including its Commissary, Furniture Shop and UCI Administration operations.

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Adult Probation and Parole Region III’s Mentally Ill Offender team received the Outstanding Community Partner award fromValley Mental Health.

• Responded to a legislative audit of AP&P and took action to address its recommendations.

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A Throughput Operating Strategy (TOS) was developed by AP&P and the Governor’s Office setting a goal of a 25% reduction inrecidivism by 2017.

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By December, all 7,000 active sex offender files had been scanned into UDOCA, eliminating paper files for these cases.

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Since September 2013, the non-compliance rate on the Registry has remained below 4%, assisted by close collaboration with lawenforcement agencies across the state.

• A paper efficiency model has been implemented in AP&P so that paper files are no longer created and transferred but are digitallymanaged.


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Accomplishments …. continued•

AP&P began the Female Offender Success Initiative (FOSI) including female-only caseloads, earning a Governor’s Award for Excellence, with genderresponsive training a female risk assessment coming in the spring.

• Northern Region and Region III have identified staff to work specifically with the fugitive caseloads to directly target these offenders.

• Worked with the Utah Sentencing Commission in the development of violation/incentives matrices.

• AP&P developed a strategic plan for future implementation of evidence-based practices throughout the Department.

• Treatment Resource Centers (TRCs) were opened in Richfield, Vernal and Hurricane.

• Utah’s Offender Workforce Development Program (UDOWD) has expanded to outlying regions and continues to show positive results.

• A new supervision model is piloting in Washington County designed to achieve the objectives outlined in AP&Ps Throughput Operating Strategy.

• Motivational Interviewing (MI) “Coaching & Coding” training was completed with more on the way, allowing supervisors to assist staff in becoming MI proficient.

• AP&P added 16 new MI trainers.

• Both male substance abuse treatment programs (Con-Quest and HOPE) were selected as National Residential Substance Abuse Treatment host sites for thenext two years. ExCell, the female program, was named as one of fifteen finalists.

• The intensive portion of substance abuse treatment in ExCell was doubled.

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HOPE — at CUCF — was expanded to include four sections in the Gale housing unit.

• Parole Access to Recover Continual Care and wrap-around service for substance abuse parolees was expanded to include Utah, Salt Lake, Weber and Daviscounties.

• The Sex Offender Treatment Program at the Utah State Prison was doubled in size — from 200 offenders to 400 offenders.

• Sex offender treatment at the San Juan county jail doubled from 32 to 64.

• Sex offender treatment was started in the Sanpete county jail, adding 32 treatment beds.

Accomplishments …. continued

• 495 inmates graduated from high school, 359 in the South Park Academy at the Utah State Prison and 136 in the Central Utah Academy atCentral Utah Correctional Facility.

• UDOWD held the first annual state-wide summit including representatives from state, county and private employers.

• The Finance Bureau completed the Department’s budget submission two days early – after coordinating with divisions/bureaus to find morethan $5 million to balance the budget.

• Finance processed inmate deposits totaling more than $10 million and recorded more than $9.7 million in inmate spending.

• Finance and AP&P had deposits of more than $5.6 million resulting in more than $7.5 million in withdrawals to pay fines and restitution.

• The Accounts Payable unit in Finance processed 15,688 payments totaling approximately $76 million.

• The Contracts unit in Finance processed more than 30 solicitations and finalized more than 100 contracts and agreements.

• A Cash Management database was created reducing the number of staff hours needed to input information and creating a central collection point and allowing for historical reporting.

• A Firearms Manager was hired, a firearms inventory was completed, and new procedures were started to create accountability in Departmentweapons management.

• Institutional Operations began reorganization of staff management to reflect better supervision by function within the prison facilities.

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Planning and Research, Programming, and Institutional Operations is working with CCJJ and the Criminal Justice Center at the University ofUtah to implement the Correctional Program Checklist (CPC) to assist with evidence-based operations.

• A new Business Intelligence module is underway to assist managers within AP&P.

• A new program for female offenders who will train companion dogs for veterans was initiated as a partnership between the Department andCanines with a Cause, a non-profit organization.

• A data steward was hired to focus on information security risks and mitigation for the Department.


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Accomplishments …. continued

• Staff across the Department have been trained and are actively engaged in responding to hundreds of GRAMA requests -

responded to 5,906 requests last year •

Staff worked with CCJJ and PEW in the development a statewide justice reform plan.

• Opened a Driver License Office at the Utah State Prison.

• Created a Facilities Bureau for improved oversight of maintenance and safety office.

• Development of Movement and Critical Incident Response Team (MCIRT) in the prison system, folding together SWAT, External Security and Transportation into a single unit.

• Changing some positions to civilian status to improve hiring and operation efficiencies.

• UCI meeting proactively with the Privitization Board.

• UCI took over State printing services.

• Internal audits completed on weapons, vehicles, radios, emergency operations and recruitment and retention.

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Department is working on improving restrictive housing policies and procedures.

• The Department continues to develop SUCCESS Initiative projects within AP&P, UCI, DIO and Programming, andappointed a Director of Quality and Process Improvement.

• AP&P will be reorganizing the Community Correctional Centers (CCC) to create another, much needed female CCCand better use available space at the Fortitude Treatment Center.

Utah Prison Trend

The prison population decreased for several

months during calendar year 2014. However, it

began increasing again in October. Nearly all

of the previous months’ reductions were lost.

Current projections indicate a net growth of 144

inmates per year. Projections over the past 20

years have proven accurate. Even after brief

periods of decline, the population returns to the

projection.

Without system-wide justice reform, the

Department anticipates the pattern will continue

into the future.

Average Monthly Inmate Population: 2014


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Utah Felony Probation Trend

During calendar year 2014, the number of

felony probationers supervised by AP&P

increased dramatically — up 654 offenders.

In addition to this population increase,

AP&P is now focused on working intensely

with individual offenders to increase successful

community integration.

Combined, these two trends have increasedagents’ workload.

Average Monthly Felony Probation Population: 2014

Utah Parole Trend

The number of offenders supervised in the

community on parole increased marginally

during calendar year 2014.

Between January and December, this

population increased by 38 offenders.

Average Monthly Parole Population: 2014


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Base Budget Reductions

Budget Reduction Considerations

• During the 2013 session the Department requested building blocks totaling$6.2 million to provide needed funding for inmate medical services,increased offender substance abuse treatment and incremental funding forthe Fortitude Treatment Center.

• Although stretching its base budget funds significantly, the Departmentmanaged to re-allocate $6.2 million internally rather than seek an increase inits base budget.

• That exercise in fiscal restraint tightened the Department’s budgetsignificantly and taking an additional 2% reduction will be difficult.


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Budget Reduction Considerations

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CCJJ and the PEW Charitable Trusts have made 18 recommendations to reform theState’s criminal justice system and stabilize/reduce Utah’s prison population.

• Many recommendations are directed at the Department of Corrections, including:

• Improved inmate transition from prison to the community.

• Expansion of mental health and substance abuse treatment in the prisons.

• Expanded and specialized supervision of offenders in the community.

• Fully implemented, these recommendations will result in long-term savings in costly prison operations, but require investments now to reform the system.

• Reducing the Department’s budget as we are about to embark on these significant reformswill increase the amount of the investment needed to realize the reform outcomes.

Across the Board 2% Budget Reduction

Division/Line Item

Executive Office/Administrative Services

Adult Probation & Parole

Division of Institutional Operations (prison)

Institutional Programming Division

Medical Services

Jail Contracting

TOTAL

2% Base Reduction

$371,430

$1,030,382

$2,329,074

$297,676$571,386

$619,964

$5,219,912


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Appropriations Requests

Staff Compensation

• Correctional work is high-stress, challengingand dangerous.

• On average a correctional officer will live only 18 monthsafter retirement.

• State statute requires comparison with three largest sheriff’s offices for MarketComparability.

• After 15 years, our Correctional Officers are paid, on average, $4.25 below the threelargest sheriff’s offices.

• After 15 years, our Correctional Sergeants are paid, on average, $7.85 below the three

largest sheriff’s offices.

• It is critical to narrow this gap within this time frame — of the officers leavingthe Department, nearly 70% do so within their first 10 years.

$4.3 million


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Operation of West 1 Prison Facility

• West 1 is a 192-bed housing unitfunded during the 2014 Legislative session.

• The facility is projected to be operational at the beginning of Fiscal Year 2017, but funding is required this year.

• During Fiscal Year 16, the Department will need to begin the hiring and training process for staff that will operate the facility.

• Hiring and training takes an average of six months.

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The Department requested no additional prison beds for FY16.• Based on projected growth projections, this facility will need to be operational and

staffed as early in FY17 as possible.

$8.0 million

Justice Reinvestment & Corrections

Corrections worked closely with criminal justice stakeholders — with the guidance and assistance of the PEW Charitable Trusts — to meet the call ofGovernor Herbert, legislative leadership, the courts and the Attorney General’sOffice to tackle meaningful reform of Utah’s justice system.

• Many of the reforms unanimously agreed upon require new thinking in Corrections.

• These reforms will improve offender outcomes, keep communities safe, and reducerising criminal justice costs.

The following requests are the “investment” required to fundamentally change Utah’s

justice system:

$5,436,600 ongoing

$1,140,000 million one-time


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Mental Health Services for Inmates

• As part of Justice Reinvestment, theDepartment is requesting this appropriationto bolster mental health services for the inmate population.

• Before inmates who are struggling with mental illness are able to receive programming services (substance abuse treatment, education, etc.), they need to be stabilized.

• Services provided will include crisis intervention, mental health diagnosis andtreatment, medication evaluation, behavioral treatment and stabilization.

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The appropriation request includes licensed clinical therapists, psychologists, asupervising psychiatrist, and caseworkers.

$1,045,100

Community Treatment

• This request will provide additional therapistsand assist in expanding these services alongthe Wasatch Front – as well as other areas aroundthe state

• The Department operates Treatment Resource Centers (TRCs) across the state. Thesecenters provide a single location where offenders can receive substance abuse services,employment assistance, educational guidance, etc.

• This appropriation will assist in expanding these services along the Wasatch Front aswell as other areas around the State.

• With the assistance from the PEW Charitable Trusts, the delivery and type of serviceswill be based on individual offender risk and need in order to get the best outcome possible.

$1,805,900


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Office Specialists

• Office specialists are the glue that will keep our justice reform efforts together.

• Managing the offender population in the community – especially with the coming reform – requires a significant amount of tracking, scheduling, and reporting.

• By providing needed office specialist support, Treatment Agents and TransitionSpecialists are able to focus their efforts on programs and interactions that will improve successful outcomes.

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Without this support, these agents and specialists will need to spend more of theirlimited time with these tasks.

$604,000

One-time Requests

• The Department has a few one-time requestsrelated to justice reform

• $600,000 Parole Access to Recovery is a substance abuse aftercare community program for parolees – the funding is needed to continue the program through FY16

• $500,000 Jail Treatment for State Inmates provides another year of funding to pay ahigher jail contracting rate to several county jails that provide either sex offendertreatment or substance abuse treatment

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$40,000 Training for AP&P will provide resources needed to train staff in AP&P andthe Board of Pardons and Parole on the new processes and services developed throughthe justice reform initiative

$1,140,000


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Jail Contracting Funding

• This request is to complete the funding for the144 additional jail contracting beds theDepartment will need during FY15.

• Based on projections, the State inmate population increases a net 144 inmates per year – or 12 per month.

• Over the past 20 years, these projections have been very accurate.

• This appropriation is needed to keep the total number of inmate beds at its current level.

$1,208,000

Jail Contracting Rate

• This request will increase the jail contract ratefrom $47.85 to $49.34 — an increase of$1.49 per bed day.

• State statute specifies the calculation to determine the rate the State pays for jailcontract beds.

• At 73% of the final state daily incarceration rate, the rate of payment would be $57.92 per bed day.

• The current rate, as well as the rate increase in this request, is still far below the rate specified in statute.

$1,000,000


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Prison Relocation

Opportunities with a New Prison

• A modern, state-of-the-art facility will allow us to incorporate newapproaches to managing and rehabilitating offenders.


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• New approaches include direct supervision, on-unit programming,facilities designed for women, mentally ill offenders and geriatricinmates.

• Use of technology, rather than structural design features, will allow usto maintain security and blend into a new environment.



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Status of Existing Facilities

More than 50 years old

Wasatch (1951)

Special Services Dorm (1959)

More than 40 years old

Oquirrh 5 (1967)

Uinta 5 (1968)

Newest buildings Uinta 2-4: 1998

Lone Peak: 2000

Facility Safety and Services

• Safety and security is our #1 priority. There has not been an escapefrom the Utah State Prison in more than two decades.

• Investigations are handled largely in-house and impact on local fire/ police is virtually nil.

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The State Office of Education and grants fully fund our high schooleducation programs.


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Employees and Volunteers

Our employees are hard-working, community-minded and high characterUtahns who own homes, have stable jobs and are active in their communities.

Most of our Correctional Officers at the Utah State Prison live in

Salt Lake (342) and Utah (345) counties.

Our volunteers provide invaluable service as mentors, educators andcheerleaders who give offenders the ability to see who they can become

Most of our volunteers live in Salt Lake and Utah counties

(approximately 1,000)

Questions

Documents

Utah Dept. of Corrections budget presentation