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- ., .. -. I -r:' -.;, I . ... ." - Oregon Department of Correc~tions

Annual Report July 1, 1991 - June 30, 1992

144276 U.S. Department of Justice National Institute of Justice

This document has been reproduced exactly as received from the person or organization originating it. Points of view or opinions stated in this document are those of the authors and do not necessarily represent the official position or policies of the National Institute of Justice. Permission to reproduce this copyrighted material has been graCJi.~on Deparbnent of corrections

to the National Criminal Justice Reference Se/Vice (NCJRS). Further reproduction outside of the NCJRS system requires permission of the copyright owner. FrallkA. Hall, Director

Laws for the punishment of crime shall be founded on the principles of reformation, and not vindictive justice.

Article I, Section 15, Constitution of Oregon OREGON DEPARTMENT OF CORRECTIONS Office of tile Director

2575 Center Street NE e u 5' _ 0 q ~ 0 Salern, OR 97310' 1 Telephone (503) 378-2467 FAX: (503) 373-1173 September 2, 1992

The Honorable Barbara Roberts Governor of Oregon State Capitol Salem, OR 97310

Dear Governor Roberts:

It is with great pleasure r present the Oregon Department of Corrections Annual Report for the fiscal year ending June 30, 1.992. It has been a thoughtful and introspective year for us . with the development of a new mission, vision and strategic plan that will carry us through the remainder of this decade. As we in corrections approach the most significant resource reductions in Oregon's history, it becomes critical for us to examine how corrections services will be delivered in this state. Even without the cuts anticipated from Ballot Measure 5, prison population growth due to community supervision failures must be controlled - it is clear that Oregon cannot build its way out of a crime problem.

During the last fiscal year, the Department has re-examined both its mi~sion and the existing continuum of probation, prison :md parole. Through our mission and strategic plan, we clearly acknowledge and embrace the principles of a continuum of community supervision, incarceration, sanctions and services and the importance of that continuum in the successful management of offenders - both in the institution and in the community. The fundamental value in the corrections continuum is that the least restrictive method should be used to manage offender behavior, consistent with public safety. This principle is important regardless of whether the corrections system expands or contracts and should guide us in how we do our job. Finally, this system must be supported by a full range of incremental sanctions that are swift, sure and short to ensure compliance augmented by programs and services to assist in community re-integration.

With this principle in mind, r am prepared to embark on implementing these strategies with my staff and our partners in the criminal justice community throughout our system. I am impressed with the high level of dedication of Department staff toward delivering the finest correctional services possible. The combination of dedicated staff and a rational direction for our future will allow us to continue to be one of the most effective corrections systems in the nation. ~{~4tt Director Table of Contents

DEPARTMENT MISSION ...... 2 ORGANIZATION CHART ...... 3

ADMINISTRATION AND PLANNING ...... 4 Fiscal Services Division ...... 4 Employee Services Division ...... 4 Information Systems and Research Division ...... 6 Construction Division ...... 8 Alcohol and Drug Treatment Programs ...... 8

LEGISLATIVELY AUTHORIZED BUDGET ...... 10

INSTITUTIONS BRANCH ...... 11 Classification and Transfer Division ...... 11 Education Services Division ...... 15 Oregon Corrections Intake Center ...... 16 Health Services Division ...... 18 Mental Health Services ...... 20 Corrections Industries ...... 22 Shutter Creek Correctional Institution ...... , ...... 24 Snake River Correctional Institution ...... 25 Institutions Directory ...... 27

COMMUNITY SERVICES BRANCH ...... 33 Administrative Services Division ...... 33 Community Supervision Division ...... 33 Community Program Division ...... 33 Community Corrections in Oregon ...... 37 Intensive Supervision Program (ISP) ...... 37 Integrated Supervision Information System (ISIS) ...... 39 Parole Intervention Guidelines ...... 40 Women's Alternative Program ...... 40 Coos County Drug Reduction of Probationers Program (DROP) ...... 41 Marion County Corrections Program ...... 41 Multnomah County Moves to Option I ...... 44 Team Approach to Supervision UmatillaIMorrow County Branch Offices ...... 44 Community Supervision Field Offices ...... 46

INSPECTIONS BRANCH ...... 50 Internal Affairs Division ...... 50 Inspections Division ...... 50 Inmate Disciplinary Hearings ...... 52 Internal Audits ...... 52

1 Mission Statement

The Oregon Department of Corrections' mission is to reduce the risk of criminal conduct, through a partnership with communities, with a continuum ofcommunity supervision, incarceration, sanctions and services to manage offender behavior. The fundamental value in the continuum of probation, prison and parole is the principle that the least restrictive method be used to manage offender behavior, consistent with public safety.

2 DEPARTMENT OF CORRECTIONS ORGANIZATIONAL CHART - JUNE 30, 1992 -

EXECUTIVE SUPPORT SPEC I M.McCulloch

SUPERINTENDENT SUPERINTENDENT ADMINISTRATOR OSP OWCC INTERNAL AFFAfRS DIV EXECUTIVE ASSISTANT COMMUNITY SUPERVISION DIY F.Maass R. Schiedler WESTERN J.l.ockwood L S. Taylor H D. Baker SUPERlNTEII;"DENT SUPERINTF..NDEC.T ALCOHOL & DRUG SERVICES ADMINISTRATOR OSCI EOCI INTERNAL AFFAfRS DIV PROGRAM MANAGER COMMUNITY PROGRAMS DIV C.Zenon G. Baldwin EASTElU..r J.Field B.McGuire R. Kennicotl ADMINISTRATOR SUPERINTENPr-:r SUPERINTENDENT ADMINISTRATOR ADMiNISTRATIVE SERV DIV SCIlMCO' PVP/SCCI INTERNAL AFFAIRS INFORMATION SYSTEMS DIV M.Blake J.Gnll W. Beers AUDITSDIV J.HiII K. Lafferty SUPERINTENDENT SUPERINTENDENr ADMINISTRATOR PRO' SRCI POLICYIPROCEDURES CONSTRUcnON DIVISION D.Jnhnson E. GaleS L SlI1Ider Hl D. Schumacher ADMINISTRATOR SUPERINTENDENT MANAGER EMPLOYEE SERVICES DIV CRCUSFFC OCIe INSPECTIONS DIV S.Dell M.McGee Hl LDaniels G. Kanne ADMINISTRATOR ADMINISTRATOR Hl ADMINISTRATOR FISCAL SERVICES DIVISION CORRECTIONS INDUSTRIES CLASSITRANSFER DIVISION INMATE HEARINGS DIV D. Caulley F.Nichols A.OIandler

ADMINISTRATOR Hl ADMINISTRATOR HEALTH SERVICES DIVISION EDUCATION SERVICES DIV C. Kiwx S. DeLateur

ADMINISTRATOR RELIGIOUS SERVICES M.Spr.1uer

UJ ------

Administration and Planning Branch ~;

The Administration and Planning Branch, The Division also developed and is imple­ under the leadership of Assistant Director Sally menting a restructure plan to reduce layers of Anderson, provides planning and support ser­ management and increase the supervisory span of vices to the Department. It includes the Fiscal control. The restructure plan will result in a 12 Services Division, Employee Services Division, percent reduction in Division positions through Information Systems and Research Division, October, 1992. Contracts administration has been Construction Division, and the Alcohol and Drug merged with purchasing and the Division will Services Program. consolidate the Inmate Trust and Payroll Units to increase span of control. In addition the Division Fiscal Services Division is reclassifying eight supervisors to increase the span of control. The Fiscal Servic~s Division is responsible for budget, accounting, payroll, inmate trust ac­ counts, contract management, purchasing. prop­ l~mployee Services Division erty control and warehousing as well as manage­ The Employee Services Division is respon­ ment of business services for Corrections Indus­ sible for personnel services, training, and safety tries and the farm operations at Mill Creek Cor­ and risk management. The Di vision is committed rectional Facility. During the past year, the focus to providing excellent customer service through of the Division has been improved customer ser­ openness to change, acceptance of challenges, vice, automation of services and systems, devel­ and beliefin the values of trust, integrity, account­ opment ofperformance measurements and devel­ ability and equal treatment. opment of a restructuring plan in response to Ballot Measure 5. In January, 1992, the Division began devel­ I'Iersonnei Services Unit opment of a new automated financial, account­ A major activity of the Personnel Services ing, manufacturing and inventory system called Unit was the preparation and presentation of AFAMIS. This new program will dramatically several modules in the Department's Institution change the way the Department conducts its Supervisor Candidate Training Program: financial business. In addition to the changes in • Current Administration and Grievance Resolution the manufacturing and accounting areas, AFAMIS • Employee Discipline will enhance customer service in purchasing? • Recruitment and Selection property control, contracts management, finan­ • Equal Employment Opportunity/Affirmative Action cial reporting and budgeting. The Department • Writing Position Descriptions/Setting Performance will implement two of the new AFAMIS pro­ Expectations • Constructive FeedbackIPerformance Appraisal grams during July, 1992 - U nigroup accounting and fixed assets. The automated purchasing and Approximately 80 Department employees inventory programs will be implemented in Sep­ participated in the program, which included hands­ tember, 1992. Department-wide accounting, bud­ on experience writing personnel-related docu­ geting and manufacturing are scheduled for J anu­ ments and role-playing supervisor/employee ary, 1993. Gary Taylor, UNIGROUP Controller, management situations. says "AFAMIS is the tool the Department has Personnel Services staff also implemented needed to respond to a rapidly changing state the Department's Position Reduction Manage­ government environment." ment Plan, stemming from the economic impact

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ofBallotMeasure5 and Governor Roberts' pledge ducted in the fall of 1991 served as the catalyst for to streamline state government. Employee lay­ organizational changes in the training function. offs andreassignments for the first two quarters of Following a Department-wide employee survey 1992 were administered with a goal of retaining on the direction and effectiveness of the Training qualified, competent employees as positions be­ Unit, a day-long work session was conducted. A came available. total of 50 representatives from each branch and An Outplacement Program to assist em­ functional unit participated. ployees facing layoff was instituted by the De­ A primary organizational recommendation partment in conjunction with the Executive De­ of the day-long review was creation of a Depart­ partment. Employees Department-wide were in­ mentTrainingAdvisory Board, as well as Train­ formed of seminars, brown-bag sessions, hot­ ing Advisory Committees within each branch. lines and other resources available to assist, en­ Director Frank A. Hall acknowledged this by courage, and support them in career assessment, naming the Training Advisory Board in June, job hunting, and skill improvement. 1992. Another recommendation arising from the review was the need to redefine the role of the Staff TrainiQg Unit Training Unit from that of classroom instructors Progress within the Training Unit was sig­ to one of coordinators of training. In furtherance nificant in two respects: program organization of that goal, the Training Unit drew upon nearly and program content. 100 management and line staff to serve as instruc­ A Department-wide training review con- tors. The Unit also instituted an Instructor Devel-

Department of Corrections Employees by Race and Sex

"L_ 2218 Total /1523 695 0 Other 0 0 1973 White /1357 616 II Total ~69 Native American 43 o Male 26 .83 • Female Hispanic ..-l~6 ~27 69 Black '447 22 24 Asian 20 4

0 500 1000 1500 2000 2500

5 opment tourse through which they were able to Violator's Prison had no time-loss claims during teach 33 of those 100 content expert skills to make t.l)e fiscal year. Oregon State Correctional Institu­ them effective teachers. tion had only two claims, a 50 percent reduction The Institutions Branch In~Service Train~ on their target goal. ing program was delivered for the third consecu­ No one accident or injury stands out as a tive year. Courses added include: "Dealing with safety problem. More than any safety measures, Difficult to Manage Behavior," "An Introduction management awareness, attention, planning, and to Spanish," "Certification of Criminal Justice flexibility in managing injured workers will re­ Personnel," and "Affirmative Action/Sexual Ha­ duce claims and costs. rassment." An 80-hour curriculum was also de­ Safety and Sanitation Coordinators have been veloped to support the newly established Trans­ active in each facility to ensure clean and safe portation Unit. A National Institute of Correc­ institutions for inmates, staff, and visitors. Con­ tions grant funded the Supervisor Candidate sultation with program managers on safety and School, a 280-hour program designed to develop sanitation issues have resulted in increased aware­ a pool of staff qualified to be institution supervi­ ness of safety regulations and planning for the sors. acquisition of needed safety equipment for staff. Efforts to match each Correctional-Series The Safety and Risk Management Program employee's training history to the Basic Certifi­ retains as its primary objective the elimination of cation requirements of the Board on Public Safety injury to staff, visitors, and inmates and minimi­ Standards and Training were 73 percent complete zation of unnecessary loss to the Department of at year's end. Selected Captains, Lieutenants and Corrections. represented staff were trained by Board staff to review Department of Corrections training files Information Systems and in order to match the training received by each individual against Basic Certification require­ Research Division ments. The Information Systems and Research Divi­ Two new major endeavors are underway at sion is responsible for information and systems, this time: an Instructor Management System, to computer operations, research and statistical analy­ facilitate the coordination role ofthe training unit; sis and central records. and a federal grant-funded project which will provide off-duty Spanish instruction for Depart­ Information Systems Unit ment employees at local community colleges. In June, 1992, the Information Systems Unit (ISU) completed its 1993-95 Information Re­ Safety and Risk Management source Management Plan (IRM). The IRM prin­ The Department of Corrections continues to ciples provided an opportunity to assess where strive for a work environment free of accidents the Department was with the implementation of and injury with the assistance of staff from the its Strategic Automation Plan and where it needs Safety and Risk Management Program. While the to be in 1993-95. Department fell short of its goal of no more than Following the installation of the AS/400 D70, 20 time-loss claims for the 1991-92 fiscal year, the Division moved from a central computer several functional units achieved individual unit system to a distributed one with 15 AS/400's and goals. Unigroup Industries, Inspections Branch, PCs interacting on a network of upgraded high Oregon Corrections Intake Center, Mill Creek speed data lines. Following the installation of Correctional Facility/South Fork Forest Camp, new hard ware, technical staff were trained in new Oregon Women's Correctional Center, Shutter application development technology using a Com­ Creek Correctional Institution and Parole puter Aided Software Engineering (CASE) tool

6 (SYNON) for development of all new major Research and Program Analysis applications and redevelopment of old applica­ The major function of the Research and Pro­ tions. A six-week instructional series provided gram Analysis Unit is to provide a volume of training on application development cycles, fea­ routine reports a:) well as population studies, tures, functions, elements ofSYNON, methodol­ responses to internal and external requests for ogy, and managing the transition to CASE. Train­ information and impact analyses of all legislation ing was coupled with development oftwo Institu­ affecting correctional populations. tions Branch applications, Visitor Tracking and In October, 1991, a Research Council was Inmate Disciplinary!Misconduct. chartered to advise the Department on research In January, 1992, an integrated accounting, policy and be responsible for reviewing, evaluat­ fiscal services, and manufacturing software pack­ ing, coordinating and recommending any and all age (AFAMIS) was purchased from JD Edwards research undertaken within, by or on behalf of the with implementation to be completed by January, Department. The Council is comprised of repre­ 1993. This provides access to accounting, pur­ sentatives from the Board of Parole and Post chasing, and budget information to staff state­ Prison Supervision and the four branches of the wide. Providing integrated commercial software Department. systems to system users enhances decision mak­ The Research Unit worked extensively on ing by improving the quality and availability of modeling and data work for the Budget Planning information and increases productivity at the op­ and Modeling Committee calculating various erationallevel as manual systems are eliminated. options for future program reductions. Managing The Community Services Branch and ISU offender populations within funded capacity is developed and are implementing the Integrated centered around three issues: new admissions, Supervision Information System (ISIS), an inte­ length of stay, and revocations to prison. The grated case management system which automates Research Unit provided the statistical informa­ information probation and parole officers need on tion necessary to compile the report, Impact of a daily basis to manage theircaseload. The system Policy Considerations to Reduce Offender is designed to allow the user to enter and retrieve Workload for Ballot Measure 5 Reductions. A information on offenders quickly. Information is three-day work session was held in April during entered only once, is easily retrievable, and auto­ which DOC representatives reviewed the policy matically updates the Offender Profile System. options and made recommendations for the 20 The Department also received federal grant percent reduction of the 1993-95 budget. funds from the Criminal Justice Services Divi­ Prison population projections are published sion to link the Department's information system twice a year, in May and November. The projec­ directly to the Criminal Justice Information Sys­ tions are a simulation of the Oregon correctional tem Law Enforcement Data Systems (LEDS). system designed to track inmates from prison Access to this system is essential for Department admission to sentence discharge over a maximum staff to complete their work efficiently and effec­ period of 10 years. By virtue of this tracking it is tively. By early 1993, other appropriate criminal possible to estimate what the population will be justice agency LEDS users will be able to retrieve during the lO-year projection period. information from the Department's Offender Pro­ file System. Central Records In January, 1992, Department-wide electronic The Department has responsibility for 42,000 mail and calendaring training was initiated. Ap­ inmate/offender files in 14 institutions and more proximately 80 staff have completed the four­ than 30 Community Services offices throughout hour course. the state. The security copy of the official file

7 material is kept as the pennanent felony record the institutions or administration. At the Depart­ located at Central Records. Central Record~ pro­ ment of Corrections headquarters (the Dome vides a liaison function to State Archives for Building), the electrical system is being reno­ retrieval of inactive files. Central Records also vated to recognize new codes, power needs, and provides a central inquiry function for local, state the change in office technology. Hazardous mate­ and federal agencies and private citizens. rials issues are being addressed at OSCI and OSP, related to underground storage tank removal and Construction Division investigation for contaminants. The fire protec­ tion system is being upgraded to adequately cover The Construction Division is responsible for all areas of the institution and meet code require­ centralized planning, design, and construction of ments adopted since t..lJe facility opened. new facilities, major addition or renovation The Construction Division is conducting a projects, code and regulatory compliance, and Department-wide survey for hazardous materi­ asbestos and hazardous materials management. als, similar to the asbestos survey completed by During the 1989-91 biennium, the Department the Department of General Services last year. completed ten major prison construction projects. The only capital construction project funded by the legislature for this biennium was a renovation Alcohol and Drug lreatment and addition to the kitchen at Oregon Women's Programs Correctional Center (OWCC). Thefonner kitchen was approximately 400 square feet. It was de­ The Department of Corrections continues to signed for an institution of approximately 70 develop and refine its system of alcohol and drug inmates. At its peak, OWCC has had over 250 treatment services to reduce future criminal be­ inmates. The new 2,000 square-foot kitchen is a havior and help offenders become productive tremendous improvement over its predecessor. citizens. In addition to the renovation project at the The major program expansion this year was OWCC kitchen, the Construction Division has the addition of a new service: Alcohol and Drug been working with facility occupants and con­ Workshops. The purpose of the workshop is to tractors to close warranty periods, correct defi­ provide infonnation to inmates on the effects of ciencies, enhance systems and generally make the alcohol and drug abuse and to stimulate interest in facilities functional and meet the Department of recovery from addiction. The workshop consists Corrections needs. of ten hours of training provided in four sessions. The Department has an extensive list of un­ During these sessions, inmates explore the effect funded maintenance projects totaling $22 mil­ alcohol and drugs have had on their lives. Up to lion. Many of the projects relate to energy sys­ 2,400 inmates per year will receive this service. tems at the older institutions. Working with the The Department also added a Pregnant/Post­ Department of Energy, approximately $4.0 mil­ partum Women's Project with federal grant funds. lion has been awarded to Corrections to make In this project, pregnant and postpartum inmates energy system modifications at Oregon State Peni­ receive intensive group treatment and case man­ tentiary (OSP), Oregon State Correctional Insti­ agement services. Groups include effects of alco­ tution (OSCI), Oregon Women's Correctional hol and other drugs on the fetus, effects of parent Center (OWCC), Santiam Correctional Institu­ drug use on children, and techniques to cope tion (SCI), md Mill Creek Correctional Facility without drug use. Case management services (MCCF). include transition to residential treatment and A number of projects are being managed by assistance in obtaining community services upon the Construction Division which are funded by prison release.

8 The Department continues to aggressively Powder River Alcohol and Drug Program seek outside sources of revenue for alcohol and Based on the Comer-stone model, this 50-bed drug programs. Dur~ng the year, $1.7 million of residential program in the Baker City facility alcohol and drug program grants were managed usually serves inmates with less recidivistic crimi­ by the Department. nal histories than Cornerstone. The program pri­ Two outcome studies were completed on oritizes services to inmates from Eastern Oregon alcohol/drug programs this year: a preliminary to closely coordinate services with the inmate's study on the Powder River Alcohol and Drug home community to reduce recidivism. Program, and a follow-up study on the Washing­ ton County Parole Transition Program. Both of Turning Point these studies demonstrated reduced criminal re­ This Columbia River Correctional Institution cidivism as a function of the program. For ex­ program combines a work program with daily ample, the Powder River program graduates with residential treatment. It includes a 50-bed unit for at least five months of treatment showed arrest women and a 50-bed unit for men. As with Cor­ and conviction rates that were four times lower nerstone and Powder River, the primary objective after treatment than before treatment. Washing­ is to reduce the rate of criminal recidi vism among ton County received a National Association of addicted offenders. Counties Achievement Award for their program. The Department's institution alcohol and drug Parole Transition Demonstration Project programs also recei ved national recognition. As a model of both organization and content, Oregon's This federally funded demonstration project programs were the subject of a chapter in a Na­ includes an 84-bed pre-release program at Santiam tional Institute on Drug Abuse Research Mono­ Correctional Institution, local demonstration pro­ graph titled Drug Abuse Treatment in Prisons and grams in Washington and Multnomah counties, Jails. and cooperative working relationships between the Santiam facility and several other Oregon Institution Alcohol and Drug Services counties. The intent of this service is to reduce criminal recidivism by maintaining offenders in Cornerstone community alcohol and drug programs. Cornerstone is the most intensive substance abuse treatment program availa ole for Oregon Correctional Treatment Services (CTS) inmates. This 32-bed therapeutic community pro­ CTS consist of contracts with community gram opened in 1976 and has a series of outcome treatment professionals and agencies to provide studies demonstrating its effectiveness in reduc­ once per week group counseling. CUlture-spe­ ing arrests, convictions, and incarcerations, as cific services are offered to African-American, well as increasing offender knowledge, skills, Hispanic and Native American inmates. The pri­ and self-esteem. Most Cornerstone residents mary objective of CTS counseling is to help have long criminal histories. The primary objec­ inmates begin to develop a sense of responsibility tive of Cornerstone is to intervene with chronic for their behavior by acce-pting and learning to addicts with long criminal histories to signifi­ manage their addiction. cantly reduce their rate of crime.

9 Alcoholics Anonymous/Narcotics Anonymous Alcohol and Drug Workshops AA and NA 12-step groups meet regularly in This new lO-hour service is described in the most of the institutions. The Department recruits preceding section. The workshops are provided volunteers from the self-help community to lead via contracts with community treatment profes­ these groups. Many addicts and alcoholics begin sionals. These workshops are a pretreatment or continue their recovery because of what they primer designed to get large numbers of inmates receive at these fellowships. to examine their drug use, and to motivate appro­ priate inmates to participate in alcohol and drug treatment.

1991-1992 Legislatively Authorized Budget - Total $178,950,375

Capital Projects Corrections $1,418,646 $5,836,829 Corrections Treatment Services Health Services Program $1,049,190 $10,445,800 ifI Community Corrections Inmate Welfare Fund~ r $11,377,220 $899,100

Transport ~ Administrative Services $2,185,422 $14,231,553

/ Corr. Treatment Program $2,542,160 Field Services $25,116,191

$1,276,892

Instutitions Operations $98,769,523

10 Institutions Branch

The Institutions Branch is under the leader­ Inmate Classification ship of Assistant Director Denis Dowd. The The fundamental value of inmate classifica­ Branch is responsible for management of 14 pris­ tion is to place inmates in the lowest security ons/corrections facilities located in eight counties classification necessary to protect public safety. throughout the state. With 14 institutions, a primary goal of classifica­ tion management is to ensure an objective and The Branch includes the Classification and consistent Department-wide system of inmate Transfer Division, Education Services Division, management that also provides information for Religious Services Division, Corrections Indus­ planning, evaluation, and budget development. tries, and Health Services Division. The basic Specific activities of classification manage­ function of the Institutions Branch is to provide ment designed to meet our goals include: secure housing and treatment and rehabilitation • Design, implementation, and training of all opportunities to offenders who are sentenced to a activity relating to inmate classification; term of confinement. • Approval of all "overrides" of the scored classification level; • Monitoring of the consistency between in Classification and Transfer mate classification and facility placement; • Authorization of inmates for placement in Division and transfer out of the Intensive Management The Classification and Transfer Division is Unit; responsible for the program management and • Coordinating classification applications with oversight of inmate classification, inmate inter­ the Information Systems Unit; institution transfers, inmate transportation, gang • Statistical analyses and reporting of classifi­ management, Institutions Branch records, and cation data for planning and budget develop­ the Oregon Case Management System (OCMS) ment. used by the Community Services Branch. During Accomplishments during fiscal year 1991-92 fiscal year 1991-1992, each of the program areas include: of the Classification and Transfer Division in­ • Statewide audit of classification actions for creased its performance to levels needed to effec­ technical accuracy, conformance to adminis­ tively manage the offenders and inmates under trative rules, and relationship to program the jurisdiction of the Department of Corrections. planning; • Statistical analyses ofclassification datarela­ Institutions Branch Records tive to policy options to meet the mandates of The Classification and Transfer Division Ballot Measure 5. implemented an offender records operation in April, 1992. Known as the Institutions Branch Gang Task Force Records Office (IBRO), the unit is responsible for The Institutions Branch Gang Task Force is the maintenance of institution files for inmates comprised of Gang Information Managers repre­ released on parole or post-prison supervision. senting each Department facility and the Inspec­ Once the innate is discharged from parole super­ tions Branch. The gang task force assists the vision, the file is forwarded to the Department Department by providing instructors for in-ser­ Central Records Unit for archiving. vice, new employee, and BPSST training.

11 Inmate Cell Population by Race and Sex

Total

Other

Native American ~I o Male I i • Female I Hispanic i I )mmm~937 Black 864

54 Asian 52 2 +------1-----t----~--.---.__t__ o 1000 2000 3000 4000 5000 6000 7000

Inmate Cell Population by Offense Group and Sex

Total E _~f~383 Other F Escape IF J560 Drugs 479 tr:=I IIO Driving 105 l35 I63 Veh. Theft 151 H12 ~281 Theft ~257 Forgery J}6~~3 Burglary Arson • Female Sex Abuse Sodomy Robbery Kidnapping Rape Homicide Assault

o 1000 2000 3000 4000 5000 6000 7000

12 Fiscal year 1991-92 saw the continued in­ Inmate Transfers crease in the number of gang associates sentenced All transfers occurring during normal busi­ to the custody of the Department. In order to ness hours are scheduled, approved, and moni­ maintain effective control over gang activities, tored by the inmate transfer program staff. the task force developed more fOlmalized rela­ Beginning in January of 1991, this program tionships with the Portland Gang Enforcement was implemented to provide a consistent and Team (GET) and the Oregon State Police. objective process to manage the movement of inmates between Department of Corrections fa­ cilities. Scheduling inmate movement centrally allows the Department to more effectively man­ age each facility's capacity as well as to be more cost efficient. Inmates are transferred based on changes in custody status, program needs, release planning, capacity management, and special hous­ ing requirements.

Transportation Unit The 1991-93 Legislature approved funding for the creation of a centralized transportation unit within the Department of Corrections. The purpose of the Tran~portation Unit is to provide a highly trained, organized, and efficient method of transporting inmates between Department of Corrections institutions throughout the state. The Frank Hall (left), "nd Jim Brown. Transportation Unit also provides a secure and efficient system of completing the myriad of A significant addition to our gang manage­ escorted trips to medical appointments, court ment strategy is the implementation ofthe AMER­ appearances, police agencies, etc. The Transpor­ I-CAN program. Under the leadership of Jim tation Unit provides highly trained staff that re­ Brown, former Cleveland Browns running back lievethe institutions of the burden of performing and Hall of Fame member, the program will be regularly scheduled trips and transfers, thus free­ offered to 310 inmates through June, 1993. AMER­ ing assigned security staff to complete necessary I-CAN is an education-based, self-improvement security duties within the institution. program. It uses peer group facilitators who have turned their lives around to guide program partici­ pants to improved self-esteem and the ability to live a crime-free life. Upon graduation, the pro­ gram will provide regular follow-up inside the institutions and in the community. The program is funded through a grant from the Governor's Of­ fice on Criminal Justice. The Classification and Transfer Division co­ ordinates training/curriculum development, in­ telligence, system-wide tracking of gang associa­ tion, and coordinates the development and imple­ mentation of the AMER-I-CAN program. A DOC 32'passenger illmate transport bus.

13 ...... N v.: ./>. Vl 0'1 -J 00 ~ ..... o 8 8 8 8 8 888 Vl o 0 o o

Assault k~=i"'i!i0#""sl Assault i

Homicide P:='"""''''''''''"'-'"@*,<-#W&".=w,.;g.",.,,,,.® Homicide Rape ::~~:::~:~,~~;o:~.;:w~xl?<,@~~**~.·.~:w~.~;..• 595 ~ Rape ~ ~...... 8 Kidnapping (1) ...... ~ ::s~ Kidnapping (1) Robbery ~226 8 ~ ~..... 8 (1) Robbery .....~ () (1) Sodomy g. (') ...... Sodomy (1)...... 'i:1 ...... 0 Sex Abuse 'i:1 '0c:: 0 ...... Sex Abuse '0c:: .....~_...... ~ 0 ....._. ::s Arson 0 0- ::s '< 0- '< ::~:::*::~::;.;;~;v,:~~!::.:;:::;~:::~:::::::;::~ 632 0 Burglary ::::Il [ill 0 (1) Mil l1li 0 II ::::Il ::s ..., (1) ~ •Z ~ t::d > (1) 0 l' C/) ::s Forgery ..., >..., C/) ~ ~ -"'d > (1) ..., () > a'"1 > -Z l' tIl, -< > :;.::: , a !.L',&uo'·'=211 0 tIl ~ , ..., '"1 c:: Theft W ..., () ..., 0 '0 00 > w !a. ~ g. !a. c:: ~ E- tIl ..., E- E- "0 ::s 0 N N ~ ~ -J ~ 0.. Vehicle Theft -J , E- w ::s 00 ..., ..... 0.. :;d w ~ 0 (') i:d a ~ Q] mID 11 0 (1) Driving ...... (') ..., -J (1) 20: 0 :;:: •z ::r: t::d •> 0 ..., l' C/) ..., >..., ~ '321 ::r: 23 -"'d tIl ..., >() > Drugs > tIl <: > -Z l' ~ :;.::: 81 , tIl ~ , ...,, 0'1 ..., ..., > () ..., ..- , 0 Escape \0 !a. !a. ~ ..., !a. \0 E- tIl g E- 0 E- N ./>. ~ Vl 0'1 , g 00 N 0 V1 ..., Vl ~ Other !a. -Jo .....E- ~ During the first year of operation the Trans­ portation Unit transferred an average of 1,150 Education Services Division inmates per month, escorted an average of 312 The 66th Legislative Assembly enacted leg­ medical trips, and 44 court trips per month. The islation that requires incoming inmates who score Transportation Unit has relieved the institutions below 230 on the BASIS test to complete 135 of the burden of hospital watches for day surgery hours of classroom instruction. Inmates can be patients and often stand the first few hours of considered for up to a 20 percent reduction in their hospital watches for inmates who have been ad- . prison term by completing the required program mitted for overnight stays. The Transportation recommendations. As a result of this legislation, Unit has been working in conjunction with the during the 1991-1992 fiscal year, the Education Department of Corrections Health Services Divi­ Division has extended Education/OED to Mill sion in scheduling medical trips involving mul­ Creek Correctional Facility, the Women's Re­ tiple inmates in order to be more cost efficient. lease Unit, South Fork Forest Camp and the new The Transportation Unit also provides a delivery Snake River Correctional Institution in Ontario. service for the Department of Corrections and its Program availability has doubled at Eastern Or­ institutions. Included in this service are Institu­ egon Correctional Institution with the opening of tions Branch Records Office files, medical sup­ the newly completed education program space. plies, inter-department mail, DNA blood samples, All professional/technical programs are be­ and a variety of other items that will fit in the ing evaluated for their viability in today's labor transport vehicle property storage. market and employability of the graduates. As a

Inmate Cell Population by Age and Sex

N 7000 co 0\10""' ~ 10 6000

5000

• FEMALE 4000 o MALE 3000 - III TOTAL

2000 10 ,,",co 10'"!::!-

1000

o 17-20 21-25 26-30 31-35 36-40 41-45 46-50 51-55 56-60 Over 60 TOTAL

15 result of this evaluation decisions will be made regarding the needed upgrades to programs that may be outdated. Two new programs have been implemented during this fiscal year. Their purpose is to teach inmates skills in goal setting and self-awareness, personal growth and positive thinking. Breaking Barriers is a 20-hour program that is currently operating in ail institutions. There is a continuous and overwhelming interest in this program. The 200-hour Pathfinder prerelease program is just out of the pilot phase. By November, 1992, 75 percent of the institutions will offer this program as well. This is a very intensive program focusing on the skills needed for successful transition to responsible citizen status upon release. During this fiscal year, 1,745 inmates com­ pleted Education Services Division programs. 2 received Bachelor of Science degrees Physical examinations are a part of the intake process. 30 graduated from Pathfinders (25 men and 5 received at OCIC for evaluation prior to being women), a 200-hourintensive pre-release assigned to a DOC institution. During the fiscal program consisting of modules in team year 1991-92, nearly 6,500 inmates were pro­ building, communication, problem cessed through OCIC. solving, anger/stress management andjob/ work/employment skills. The program is having a positive effect on participants. Short-Term Inmates 35 received Associates of Arts degress Changes in sentencing and sanction struc­ 242 completed professional/technical tures resulted in approximately one-thi:-d of the programs inmates received each month having a length of 436 received GED Certificates stay that is less than 120 days. Through the 1000 completed Breaking Barriers training, a Department's Transitional Planning Committee, 20-hour program that provides tools to an OCIC program was added which accelerated develop creative thinking skills so change the movement of these inmates and focused ef­ can take place. Change is possible. forts on development of an adequate parole plan instead ofon institutional programming. The short­ Oregon Corrections Intake term inmates now have their planned county of residence, address and available employment Center placed on the computerized offender profile sys­ The Department of Corrections opened the tem. They are rapidly transferred to a facility that Oregon Corrections Intake Center (Oele) in J anu­ can assist in developing a complete release plan ary, 1991, under a unique intergovemmental agree­ and coordination with community resources. ment which assigns the Clackamas County Sher­ iff responsibility for inmate security and housing Hispanic Inmates needs, while the OCIC Manager directs assess­ DOC figures indicated that approximately ment and classification. All male inmates, with ten percent of the inmates received are Hispanic the exception of those with a death sentence, are and have varying degrees of skill in English.

16 Assessment staff, three of whom have Spanish nity and the institutions. During 1991-92 fiscal language skills, work with Mental Health, Alco­ year, both individual and large group meetings hol and Drug, and Department of Education staff were held to develop a consistent communication to improve assessment and follow-up services for system for the processing, control and treatment Spanish-speaking inmates. Although some Span­ of the offenders. Examples include: ish materials are currently in use, alternate tests • Immigration and Naturalization Service - A and screening forms, both written and recorded, program was developed to immediately identify are being researched to develop a more compre­ individuals of interest to the INS for follow-up hensive program. interviews and initiation or completion of depor­ tation proceedings, including prosecution for fed­ Communication eral sentencing as a returning felony offender. DCIC provides a focal point for the flow of • Parole Transition Project - Meetings with both offenders and information between the commu- individual counties and the project as a whole

Inmate Cell Population by Month 7ooo-fi------.

6000

5000

4000

3000

2000

1000

0 ...... 00 00 00 00 00 00 0 0 0 N N N N .... 00 00 00 c;; "I' "I' "I' "I' .!. "I' "I' '""I' '".!. '""I' "I''" "I''" '""I' "l' .!. ~ ~ ~ "l' "l' .!. ~ ~ "l' "l' .!. "l' "l' :; > c :; g. > c 1;- :; ..,Co > c '" 1;- ..,Co > c ~ Co > c '" 1;- :; .... fr 0 ~ ..., 0 .... 0 ~ 0 ~ .., 0 .... en Z ...." ::E" ::E en Z -'l ::E" ::E en Z ...." ::E" ::E en z ...." ::E" ::E" en z -'l ::E" ::E 17 have produced positive results in early identifica­ tion of targeted inmates who will be returning to Health Services Division the community. The Health Services Division provides medi­ e Board ofParole and Post-Prison Supervision­ cal, dental and mental health care to inmates at all Information routing is a significant problem for Department of Corrections correctional facilities. the Board as inmates move through the correc­ The initial results of the Master Plan for Correc­ tions system. aCIe has worked closely with the tional Health Care were achieved during 1991- Board to develop systems which facilitate two­ 92. One of the major goals of the Master Plan was way communication throughout inmate legal and to increase the volume of health care provided physical movements. within prison to reduce the use of more expensive eAlcoholandDrugTargetedOffenders-During off-site services. To accomplish this goal, physi­ this fiscal year, aClc began flagging offenders cians, dentists, nurse practitioners and physician and notifying the Alcohol and Drug Manager assistants were recruited to provide medical treat­ about individuals who were targeted for special­ ment within prisons using a managed care frame­ ized continuous intervention. work for services. In addition, standardized treat­ The centralized intake process has provided a ment protocols were written and training pro­ unique opportunity for coordinating services and vided to increase the skills and abilities of nurses information. The availability of aCle continues to identify, screen and initiate treatment of health to result in more efficient use oflimited resources, problems experienced by inmates. Finally, sup­ protection of the community and treatment of the port staff were trained to provide services previ­ offender. ously purchased in the community.

Inmate Cost Per Day - Total $47.85

Clothing/Supplies Medical $3.77 $4.58 Administration $2.19

Food $4.56

Physical Plant $4.90

Inmate Services $5.35

18 ------I

The table below shows a 10 percent increase previous year compared to a 3.4 percent increase in the average number of non-emergent health in population for the same time period. The num­ care contacts per month when the population only ber of appointments with physicians in the com­ increased 3.4 percent during the same time pe­ munity were reduced by 7 percent. In particular, riod. From the standpoint of service volume, this substantial reductions were achieved in the num­ means that 386 inmates access health services ber of off-site appointments each month for sur­ each day. This does not include medication ad­ gery, radiology, and dental surgery. ministration or time spent providing nursing care The increasing cost of providing inmate health in the two infirmaries. The number of major care is a major concern of the Department of medical emergencies dealt with each month de­ Corrections. Three reasons for the increased cost creased 38 percent resulting from early identifi­ of providing health care for inmates are: cation and aggressive management of chronic • Increased number offemale, elderly and those medical conditions. with acute and chronic diseases who enter The number of in-prison physician specialist prison. appointments increased 14.3 percent from the • Changes in the methods, technology and stan-

Service Volume 199011991 199111992 Percentage Average/Mo. AverageiMo. Change Non-Emergent Health Care Contacts On Sick Call 5,507 6,568 By Appointment 3,204 3,803 For Treatment 2,015 1,413 Total A veragelMo. 10,726 11,784 +9.8% Major Emergencies 63 39 -38% In-Prison Physician Appointments Orthopedic 170 135 General Medicine 1,630 2.016 Optometric 89 107 Surgery Consultation 96 74 Minor Surgery 53 47 Ob/Gyn 27 Total A veragelMo. 2,097 2,397 + 14.3% Physician Appointments in the Community Internal Medicine 29 26 Surgery 28 18 Anesthesia 7 6 Neurology 6 8 Orthopedic 8 II ENT 23 28 Urology 9 10 Ob/Gyn 12 12 Dermatology 4 11 Radiology 76 58 Ophthalmology 33 38 Dental Surgery 51 26 Other 51 62 Total A veragelMo. 335 314 -7%

19 \' dards for health care practice in the commun­ tal Health and Developmental Disability Services ity such as treatment of high risk pregnancy, Division. These services consist of the Correc­ mv disease, cancer screening, tuberculosis tional Treatment Services, which provides group and other communicable diseases. and individual treatment services within the De­ • Health care services that exceed standard in­ partment of Corrections facilities, and the Foren­ flation rates. sic Psychiatric Residential Program which in­ Savings in health care and cost containment cludes four residential treatment programs for has been a focus of the Health Services Division adult incarcerated inmates. Oregon State Hospi­ for many years. Specific cost containment mea­ tal also provides two inpatient beds for psychiat­ sures pursued during 1991-92 are: ric evaluation and acute treatment of mentally ill • The Inmate Welfare Fund has been used for inmates. The Department of Corrections operates the purchase of aspirin and other "over-the­ a 57-bed residential treatment unit at the Oregon counter" analgesics. State Penitentiary for the evaluation and treat­ • All inmates in prisons in Eastern Oregon who ment of mentally ill offenders. required planned hospitalization are trans­ In fiscal year i991-92, Correctional Treat­ ferred to Salem for treatment where these ment Services provided 8,890 hours of contracted same services are less expensive. direct mental health treatment services to inmates • Membership was obtained in a drug purchas­ within the Department of Corrections facilities. ing group which supplies medications at a In addition, 531 hours of sex offender treatment lower cost. and 3,008 of HIV pre-post test counseling were • Contracted with a surgeon to perform neces­ provided to inmates. sary surgeries on inmates at a set monthly The computerized mental hea.lth screening of fee rather than a fee-for-services basis. new offenders entering the system continues to be • Radiology interpretation services are now an excellent tool for identifying inmates in need provided by a single vendor for all state of mental health services. During the last fiscal facilities at one-third the original cost based year, 3,993 males received mental health screen­ upon fee-for-service. ing at the Oregon Corrections Intake Center and The Health Service Division goals for 1992- 261 females at Oregon Women's Correctional 93 are to adopt a list of prioritized services and Center. Of these, approximately 36 percent re­ recommended cut-off line similar to that devel­ quired additional mental health contact. oped by the Health Services Commission as a Additional funding was received this year for result of Senate Bill 27 . A tiered approach will be the implementation of a program of orientation developed for funding inmate health care that and assessment of sex offenders. Correctional more adequately reflects the different subgroups Treatment Services is actively recruiting for ser­ in the prison population today. vice providers to implement this program. In June, 1992, an 84-bed unit at the Santiam Correc­ Mental Health Services tional Institution was dedicated to a Relapse Pre­ vention for Sex Offenders program. This service The majority of mental health services avail­ provides 16 weeks of transitional programming able to inmates during incarceration are provided of sex offenders returning to the community. through an interagency agreement with the Men-

20 Prison Admissions by Type and Sex

7000 6498

6000 '

5000 • New Commitment 4000 o Parole Return

!mI Prob Reception 3000 • Total 2000

1000

67 o +-.------~~ Female Male Total

Prison Admissions by Offense Type and Sex

7000 6498

6000

5000

,_ Person ..., 4000 o Property J

ilil Statute 3000 I • Total J 2000

1000

0 Female Male Total

21 Corrections Industries This article has been reprinted in its entirety with the express permission of Kendra Hogue, The Business Journal, Portland, Oregon.

Inmate jeans escape from prison, go on sale at Nordy's mates. To date, the jeans have generated Sewing machines and snap punchers $375,0900 in sales for Unigroup. Inmates earn are rocking Pendlelon'sjailhouse about $5.11 an hour, but most of that money goes back into the system. Fifty percent of By Kendra Hogue gross earnings goes to operation and develop­ ADE ON THE INSIDE to be worn ment of the work program, 20 percent goes to on the outside," says the tag on a state and federal taxes, 5 percent goes to a M pair of Prison Blues, the blue jeans victim restitution fund and 5 percent goes made by inmates of the Eastern Oregon Cor­ toward supporting inmates' families. rectional Institution. So what do the inmates get out of it? Work But just how far outside the stuffy confines experience, $30 a week (0 spend at the prison of prison do these fashionable, snug-fitting canleen, and the ability to build a savings jeans venture? account available 10 them upon release. A world away. Source ofpride Beginning in late June, Prison Blues jeans But the biggest thing the volunteer broke out ofthe big house and hit the display searr.sters get out of the experience is self­ racks at Nordy's. That's right - chic, spendy esteem, says Nichols. Nordstrom stores in Portland and Seattle now "The very first day you walk into 1\ prison, carry the ultimate in rebel wear. you feel you aren't good enough to live with This unlikely pairing is the result of ajoint the rest of society," says Nichols. "But now venture of sorts between Nordstrom and Nothing comes beMeen me and my Prison Blues: they feel that if Nordstrom is buying this Unigroup, the division of the State Depart­ Fred Nichols, director of the Oregon State product, that's a source of pride." ment of Corrections that develops work skills Correcrions division that produces Prison Blues One added benefit to the program is a jeans, lries out his sales pitch at the Washington for inmates. Square Nordy's. marketable skill that the inmates can use after Testing the waters their release. Though garment workers' wages Unigroup has been making jeans for male back-to-school sales. "Customer response has have never been fabulous, they are certainly inmates for two years. But starting last De­ been good," says Andt!rson. "Once they un­ better than those paid for less skilled jobs, and cember, the division tested the waters in the derstand the background, it appeals to them. " can often include benefits. private sector when it began selling its men's It's rare that a product's manufacturing However, as yet there is no documented jeans through G.1. Joe's. The jeans sold so well history can be a selling point, but in Prison evidence of a formerinmale receiving ajob in at G.I. Joe's (over 8,000 pairs so far) that Blues' case, it is. the garment industry after his .release, says Unigroup approached Nordstrom about the In 1989, Unigroup built a 47,OOO-square­ Christy Davis, Nichols' a~istant. That'smainIy possibility ofdeveloping a low-priced women's foot jeans manufacturing facility, complete because Unigroup ha~ no resources to track jean built to Nordstrom's stylish specifica­ with sewing machines, cutting tables and snap such moves. tions. Nordy's bit. and grommet machinery. The original plan Unigroup is currently churning out 8,000 "We wound up with something that was was simply to train inmates to make jeans for pairs ofjeans a month, but has the capacity to exclusive just to Nordstrom at price point we other inmates. That part wasn't so unique: stitch up to 15,000 pairs a month, says Nichols. needed," says Karen Anderson, denim and there are 28 other prisons throughout the U.S. He hopes eventually to sell 5 million pairs of dress buyer for Nordstrom's Oregon region. that manufacture garments for prison use. jeans a year. Prison Blues' women's jeans sell for $28, But after producing 20,000 pairs, the in­ More immediate plans include production which Anderson says is quite affordable com­ mates were doing such a good job at produc­ of chambray shirts for inmate use, as well as pared to many fashion jeans that sell for $40 to ing the blue jeans that Unigroup began to hats, sports bags and silk-screened T-shirts for $50. consider selling them to the public. That part consumer use. The new jeans developed for Nordstrom is unique; Oregon is currently the only state Nichols also plans to beef up marketing are a marked departure for Prison Blues, which prison system making garments for public efforts, and has engaged local advertising firm previously made only heavy-duty blue jeans consumption. Marx, Knoll, Denighl & Dodge to design for men. The women's styles made for The jeans sales benef:ts the prison system hangtags and point-of-purchase materials. Nordstrom include blue and black jeans in a and the prisoners in a variety of ways, says Someday, when Unigroupcan afford it, Prison range of washed, unwashed, bleached and Nichols. For one, the proceeds from the jeans Blues may even break into the sexy world of frosted finishes. The women's jeans also fea­ help offset the high cost of housing the in- blue jeans advertising. ture a zipper rather than a button front, and fashionably narrow legs instead of the men's boot-cut style. "We're pushing it as a top-quality jean that can compete with anybody," says Fred Nichols, director of Unigroup. So far, officials at Nordstrom are "pleased with sales," says Patty Brandt, sales promo­ tion director. Nordstrom ordered 500 of the women's fashion jeans, but so far haven't sold the whole first order, says Brandt, due in part to this summer's unseasonably hot weather, which tends to curtail jeans purchases. Nevertheless, Nordstrom's Anderson ex­ pecl~ the jeans to fly off the shelves during Inmates produce Prison Blues at EOCl.

22 Inmate Work Force

Inmates from Santiam Correctional Specialists. 'John's a hard, honest and ment plan to asbestos work for inmates. Institution (SCI) have began helping reliable worker," says Sill Lopez of that This is a skill they can develop to mak'3 work places safer. For nearly a firm. 'The pride he took in his work maintain steady employment at a living year, inmates from the minimum became a key part of our job at Oregon wage upon their release." security facility have been repairing and State Hospital. His desire for self­ removing asbestos from state buildings. improvement is not only good for him Careful Screening and Training but has reflected well on our business." The program carefully screens inmates. The Department of Corrections' The criteria give preference to first-time Unigroup Services Division has had Concerns Yield to Pressure offenders with a strong desire to seek nine men and one woman trained and That is just the result Unigroup is after. job skills. Background checks are done. medically certified to remove asbestos. Mike Piersol, Project Manager at Brand "We are careful to chose workers that These ten were drawn from a pool of 60 Services, Inc., teld us, 'I want to make a will be successful for the program and SCi applicants. Contractors hire the place for Mike Wall when he is re­ the state," Carpenter said, 'and we are certified inmates as part of their regular leased." Piersol said that when his proud of the people we have put to work work crew. Crews had done asbestos crews first heard about the inmate through this program." projects at the School for the Blind, program they had some concerns. They Oregon State Hospital, Fairview, and worried, 'give them tools, put them in Hazcon Inc. was the first chosen to help the Highway Division. white suits, and they will all look the train inmates in this pilot project. Harvey same." "All of us were surprised," McGill, Portland Division Training Needed Skills Piersol said. 'Wall arrived with a good Director, said 'I have been impressed Michael Wall has been an inmate at SCI attitude, wanting to earn the respect of with the caliber of these inmates. They for about a year. He heard about the each crew member. He has worked ask good questions. Many have been program in February, 1991, when the hard with good work ethics. I have even educated above the high school level. I first inmates were selected. He wanted written to the parole board on Mike's think many people were sura of the to develop new and needed skills to use behalf." programs's failure. Instead, the program after his release. That is a key purpose has proved itself well.' of Unigroup's programs. Wall was The Department of Education, School accspted into the program. He was for the Blind, was the first job site. The inmates work for union and non­ trained and medically certified. "Contractors were somewhat reserved union contractors in Marion, Polk, and at the pre-bid confarence," according to Yamhill counties. Their earnings are Wall has worked for Brand Services Ralph Burnley, Director of Business paid to the Inmata Trust Account. Hall Inc., a Portland abatement contractor. Services. "But, the inmate workers at of the earnings go to Corrections' 'This has been a real chance for me to our site seamed to fit in very well. They operations costs. Each worker's share be in a normal work setting," he said. had lots of energy and enthusiasm.' goes to a spending account, restitution, 'It's an honest day's work. The workers family support and work incentives, and on site have treated me as 'one of the The union has been pleased. Stan a savings account to be claimed upon crew.' It's a better chancs than I had Danielson, business manager of the release. dreamed it could be. I want to thank the Portland-based Asbestos Workers Local crews, the contractors, and Unigroup for 36, said, "We maintain a list of qualified Unigroup has inmates doing more than giving me this open door to a new workers. We offer health and welfare asbestos removal. Inmates produce career.' Although Corrections deducts benefils to these people as we do modular office units and furniture. They expenses, Michael has still been able to others. I! gives them yet anothe7 make pallets. They make garments. send funds home to his family and start incentive to do well. Our efforts on this They run laundries. They answer a savings account. He expects to be project have helped to develop a good phones. They do data input for a record released in July, 1993. program." keeping firm in Sal! Lake City. And, there are always more project ideas on Other inmates also praise the program. Bart Carpenter, Correction's UnigrolJp the drawing board. John Lazear was a certified worker in Services Division Manager, told us, 'It the program. He has been released. He made sense to match the 1989 legisla­ - Barbara Jensen, DOS Purchasing is now employed by Insulation Removal tion of a statewide asbestos manage- Division, Riskey Notes

23 Cpl. Chuck Hammoond (K-9 trainer/handler) and qanine "Katie" taking a break during K-9 Tracking training near SCC!. 07-23/92

Shutter Creek Correctional members are trained to pinpoint their locations on Institution a map and relay their position by radio to guide a helicopter or vehicle to tI'1eir location. Shutter Creek Correctional Institution (SCCI), SCCI staff and tactical team members work located in Coos County near North Bend, has a closely with the Coast Guard Air Station, state policy of pursuing escaped inmates into the local policy, county sheriffs office, and other munici­ community and returning them to custody. To pal police departments. During this fiscal year, this end, SCCI has formed a K-9 Unit using a the K-9 Unit has tracked and assisted in the purebred bloodhound named Katie. capture of three escapees from sec!. In August, Katie and her handler/trainer, Corporal Chuck 1991, Katie (then nine months old), assisted the Howard, have a good record of assisting in the Coos County Sheriffs Office in locating a 12- apprehension of escapees and assisting law en­ year-old autistic girl who had become lost in the forcement agencies in locating lost persons or forest near Sumner, Oregon. Later that month, persons fleeing a crime scene. she assisted the Oregon State Police and the Coos SCCI Tactical Team members are trained to County Sheriffs Department in the apprehension pursue escapees at all times regardless of weather of a fleeing burglary suspect on two separate and terrain conditions and provide security for the occasions. K-9 Unit while in pursuit of escapees. Team

24 ------

Snake River Correctional SRCI is designed as a "direct supervision" prison which fosters inmate-staff contact and Institution communication. Inmates are afforded an oppor­ Governor Barbara Roberts dedicated the 648- tunity to become involved in education, job train­ bed Snake River Correctional Institution (SRCI) ing and treatment programs designed to help them August 1, 1991. Immediately following the rib­ lead a clime-free life upon release. bon-cutting, the Department of Corrections be­ A contract with Treasure Valley Community gan transferring inmates from other overcrowded College was negotiated to provide inmate educa­ DOC institutions to fill 324 beds of this state-of­ tion/vocational programs within the prison. Each the-art facility. Due to budget constraints, only quarter, there are more than 130 inmates involved one half (324 beds) of the facility was funded. in GED and post-secondary education.

Michael A. Johnson, Inmate, and Jeanne Howell, TVCC Education Manager.

25 Department of Corrections tv 0'1 Prison Locations by County

CRCI (Columbia River UMATILLA WALLOWA

MORROW

WASCO

BAKER JEFFERSON WHEELER PRCF (Powder River Correcfonal Facility) Baker City • GRANT ~

CROOK

LANE DESCHUTES

SRCI (Snake River Correctionallbstitution)•

ek Correctional Institution) HARNEY MALHEUR DOUGLAS LAKE

KLAMATH

JACKSON Institutions Directory

NAME: ...... OREGON STATE PENITENTIARY ADDRESS: ...... 2605 STATE STREET SALEM, OR 97310-0505 PH: (503) 378-2453 SUPERINTENDENT: ...... MANFRED MAASS [;,gCURITY LEVEL: ...... MAXIMUM EXTENDED CAPACITY: ...... 1,709 POPULATION 6-30-92: ...... 1,916 NUMBER OF EMPLOYEES: ...... 442 OPERATING BUDGET FY 91-92: ...... $25,613,973

NAME: ...... OREGON STATE CORRECTIONAL INSTITUTION ADDRESS: ...... 3405 DEER PARK DRIVE S.E. SALEM, OR 97310-9385 PH: (503) 373-0100 SUPERINTENDENT: ...... CARL ZENON SECURITY LEVEL: ...... MEDIUM EXTENDED CAPACITY: ...... 860 POPULATION 6-30-92: ...... 873 NUMBER OF EMPLOYEES: ...... 208 OPERATING BUDGET FY 91-92: ...... $11,735,067

NAME: ...... EASTERN OREGON CORRECTIONAL INSTITUTION ADDRESS: ...... 2500 WESTGATE PENDLETON, OR 97801-9699 PH: (503) 276-0700 SUPERINTENDENT: ...... GEORGE BALDWIN SECURITY LEVEL: ...... MEDIUM EXTENDED CAPACITY: ...... 1,584 POPULATION 6-30-92: ...... 1,511 NUMBER OF EMPLOYEES: ...... 350 OPERATING BUDGET FY 91-92: ...... $20,108,472

NAME: ...... OREGON WOMEN'S CORRECTIONAL CENTER ADDRESS: ...... 2809 STATE STREET SALEM, OR 97301-0500 PH: (503) 378-2441 SUPERINTENDENT: ...... BOB SCHIEDLER SECURITY: ...... MEDIUM EXTENDED CAPACITY: ...... 190 POPULATION 6-30-92: ...... 184 NUMBER OF EMPLOYEES: ...... 59 OPERATING BUDGET FY 91-92: ...... $3,127,187

NAME: ...... SANTIAM CORRECTIONAL INSTITUTION ADDRESS: ...... 4005 AUMSVILLE HIGHWAY S.E. SALEM, OR 97301-9112 PH: (503) 378-5548 SUPERINTENDENT: ...... JOHN GRILL SECURITY LEVEL: ...... MINIMUM EXTENDED CAPACITY: ...... 419 POPULATION 6-30-92 ...... 415 NUMBER OF EMPLOYEES: ...... 124

27 NAME: ...... WOMEN'S RELEASE UNIT (WRU) ADDRESS: ...... ; .... 4005 AUMSVILLE HIGHWAY S.E. SALEM, OR 97301-9112 PH: (503) 373-7127 SUPERINTENDENT: ...... JOHN GRILL SECURITY LEVEL: ...... MINIMUM EXTENDED CAPACITY: ...... 58 POPULATION 6-30-92: ...... 53 NUMBER OF EMPLOYEES: ...... (Number of employees and operating budget included in OPERATING BUDGET FY 91-92: ...... Santiam Correctional Institution figures.)

NAME: ...... MILL CREEK CORRECTIONAL FACILITY ADDRESS: ...... 5485 TURNER ROAD SALEM, OR 97301-9400 PH: (503) 378-2600 SUPERINTENDENT: ...... JOHN GRILL SECURITY LEVEL: ...... MINIMUM EXTENDED CAPACITY: ...... 229 POPULATION 6-30-92: ...... 226 NUMBER OF EMPLOYEES: ...... 40 OPERATING BUDGET FY 91-92: ...... $3,715,801

NAME: ...... SOUTH FORK FOREST CAMP ADDRESS: ...... 48300 WILSON RIVER HIGHWAY TILLAMOOK, OR 97141-9799 PH: (503) 842-2811 SUPERINTENDENT: ...... MIKE McGEE SECURITY LEVEL: ...... MINIMUM EXTENDED CAPACITY: ...... 117 POPULATION 6-30-92: ...... 114 NUMBER OF EMPLOYEES: ...... 10 OPERATING BUDGET FY 91-92: ...... $603,460

NAME: ...... OREGON CORRECTIONS INTAKE CENTER ADDRESS: ...... 2206-B KAEN ROAD OREGON CITY, OR 97045-4090 PH: (503) 655-8420 MANAGER: ...... LARRY DANIELS SECURITY LEVEL: ...... MEDIUM EXTENDED CAPACITY: ...... 200 POPULATION 6-30-92: ...... 193 NUMBER OF EMPLOYEES: ...... 18 OPERATING BUDGET FY 91-92: ...... $4,674,876

NAME: ...... SHUTTER CREEK CORRECTIONAL INSTITUTION ADDRESS: ...... 2000 SHUTTERS LANDING ROAD NORTH BEND, OR 97459-0303 PH: (503) 756-6666 SUPERINTENDENT: ...... BILL BEERS SECURITY LEVEL: ...... MINIMUM EXTENDED CAPACITY: ...... 200 POPULATION 6-30-92: ...... 202 NUMBER OF EMPLOYEES: ...... 55 OPERATING BUDGET FY 91-92: ...... $2,894,249

28 NAME: ...... PAROLE VIOLATORS' PRISON ADDRESS: ...... , 1942 SHERIDAN NORTH BEND, OR 97459-3416 PH: (503) 756-1908 SUPERINTENDENT: ...... BILL BEERS SECURITY LEVEL: ...... MEDIUM/MINIMUM EXTENDED CAPACITY: ...... 115 POPULATION 6-30-92: ...... 45 NUMBER OF EMPLOYEES: ...... 26 OPERATING BUDGET FY 91-92: ...... $1,588,399

NAME: ...... POWDER RIVER CORRECTIONAL FACILITY ADDRESS: ...... 3600 - 13TH STREET BAKER CITY, OR 97814-1346 PH: (503) 523-6680 SUPERINTENDENT: ...... DAN JOHNSON SECURITY LEVEL: ...... MINIMUM EXTENDED CAPACITY: ...... 158 POPULATION 6-30-92: ...... 146 NUMBER OF EMPLOYEES: ...... 41 OPERATING BUDGET FY 91-92: ...... $2,819,160

NAME: ...... COLUMBIA RIVER CORRECTIONAL INSTITUTION ADDRESS: ...... 9111 N.E. SUNDERLAND AVENUE PORTLAND, OR 97211-1708 PH: (503) 280-6646 SUPERINTENDENT: ...... MIKE McGEE SECURITY LEVEL: ...... MINIMUM EXTENDED CAPACITY: ...... 407 POPULATION 6-30-92: ...... 415 NUMBER OF EMPLOYEES: ...... 109 OPERATING BUDGET FY 91-92: ...... $6,936,750

NAME: ...... SNAKE RIVER CORRECTIONAL INSTITUTION ADDRESS: ...... 777 STANTON BOULEVARD ONTARIO, OR 97914-0595 PH: (503) 881-5000 SUPERINTENDENT: ...... ED GATES SECURITY LEVEL: ...... ; MEDIUM EXTENDED CAPACITY: ...... 324 POPULATION 6-30-92: ...... 289 NUMBER OF EMPLOYEES: ...... 122 OPERATING BUDGET FY 91-92: ...... $7,717,791

29 Sentencing Guidelines VS. Matrix Commitments by Month

4000 I 3500

~ 3000 co

2500 • Sentencing GdIs 2000 lI C Matrix (Pre-GdIs) 1500

1000 500 I 0 ...... 0\ 0\ 0\ 0\ I I 6.. .!. U "3 Q) u Q.) ..... en o Q

Inmate Cell Population Sentencing Guidelines VS. Matrix (pre-gdls)

7000

6000

5000 • Sentencing GdIs 4000 o Matrix (Pre-GdIs)

3000 • Both

• Total 2000

1000

o

30 Inmate Cell Population by Offense Class and Sex

7000 6582

6000

5000 • A Felony DB Felony 4000 1m! C Felony 3000 • U Felony

2000 BN Total

1000

113 90 156 24 0 Female Male Total

Inmate Cell Population by Offense Type and Sex

7000 6582

6000

5000 II Person 4000 D Property

II Statute 3000

• Total 2000

1000

169 116 98 0 Female Male Total

31 Department of Corrections Distribution of Offenders

ParolelProbation 85.0%

Department of Corrections Distribution of Funds

ParolelProbation 22.0%

Prisons 78.0%

32 ..Community Services Branch

The Community Services Branch operates administrative services; automation development, under the leadership of Assistant Director Elyse implementation and maintenance; and manage­ Clawson and includes the Community Services ment of Community Services Branch Central Division, Community Program Division and Office. Administrative Services Division. The Branch is responsible for providing community-based .su­ Community Supervision pervision, sanctions and services for adult offend­ ers under probation, parole, or post-prison super­ Division vision. The state currently funds 381 Parole and The Community Supervision Division is ad­ Probation Officers positions. On June 30, 1992, ministered by Scott Taylor and is responsible for there were 7,584 offenders on parole or post­ the ongoing operation of Community Services prison supervision and 27,880 offenders on pro­ Branch offices throughout the state. The Division bation supervision. Supervision is provided in provides direct supervision of all Department of partnership with county community corrections Corrections staff in these offices. The Division is programs. The Department contracts with and has responsible for ensuring that the Department di­ oversight responsibilities of 12 counties through­ rectives are followed in both state and county out the state that provide offender supervision managed offices. The Community Supervision services in their communities. The cost per day of Administrator works closely with the Commu­ offender supervision in the community is as fol­ nity Program and Administrative Services Ad­ lows: High: $6.02; Medium: $3.34; Low: $1.34 ministrators to ensure a coordinated process in the and Limited: $0.67. delivery of supervision, sanctioning and program Supervision of offenders includes home con­ services to communities throughout the state. tacts, restitution and fee collection, referral and The Division responsibilities include: man­ monitoring of treatment programs, collateral con­ agement of the Interstate Compact Unit; Parole tacts, reports to the court and other services. Violators Project Coordination; supervision of The Community Services Branch works in ParolelPost-Prison supervision hearings officers; partnership with the community to deliver a con­ jail in811ections; management of the Community tinuum of services and sanctions to the offender Services Branch safety program; Department on supervision with the intent to manage the Directives coordination; liaison and coordination offender in the community with the least risk to with the Board of ParolelPost-Prison Supervi­ public safety while providing the offender with sion; and coordination of the Community Ser­ the opportunity and tools to lead a crime-free vices Training Advisory Board. lifestyle. Community Program Administrative Services Division Division The Community Program Division is admin­ The Administrative Services Division is man­ istered by Barbara McGuire and has a budget for aged by Mary Blake. This Division is responsible community programs totaling $23 million. The for branch budget development, support, and Division manages the Community Corrections implementation; development and tracking of Act; provides development and oversight of pro­ legislative proposals; advocacy/liaison to DOC grams; monitors contracts between private pro-

33 w .p..

Department of Corrections Profile of Offenders in the Community

...j 4 or more prior convictions ...j Several prior prison incarcerations ...j Limited prior convictions ...j Substance abuse problem ...j Some violations of conditions ...j Serious crime of supervision ...j Violating conditions of supervision ...j Limited substance abuse problem High 4262

Limited 5548

...j General compliance with supervision conditions ...j Limited substance abuse problem

Medium 8827

...j Some prior prison history ...j Substance abuse problem ...j 2 prior convictions or less ...j Violating conditions of supervision ...j Often person-to-person or sex offense ...j Prior treatment failure ParolelPost-Prison Supervision Population by Age and Sex

8000

7000

6000

5000 • Female

4000 o Male

• Total 3000

2000

ON ... N --'"

17-20 21-25 26-30 31-35 36-40 41-45 46-50 51-55 56-60 Over6O TOTAL

ParolelPost-Prison Supervision Poppl~tion by Race and Sex

8000

7000 • Asian

6000 o Black

5000 • Hispanic

4000 • Native American

3000 III White

2000 IIllil Other 1000 § Total

Female Male Total

35 Department of Corrections Incremental Sanctions - Cost Per Day.

70 $65,00

60

50

40

30

20

10

$0,65 0 c:: c:: c:: III .. c:: ~ c:: t.> ~ ~ ,sa 0 ,sa .sa c .s :a..... 0 'I: 'I: 'I: ~ ell ell c:: .0 '1ii ell III 'C'" :I :I :I .., t.> t.> t.> '> ~ CJ ca Po. .., III .., ell 'E '> 'E .. '0; 0:1 .. IZl IZl 8- c ~ IZl CJ 8- 8- 8- :I t: ,sa ~ 0 :I :I :I :I 'i;j 8 e 8 IZl IZl IZl IZl IZl 'i;j :I :I :I .., .0 '0 8 ~ 8 .c:: ,2 8 co ,~ C 'S 'x j ,2 ell :> 0:1 "tJ c:: £ III ~ .., :E ~ c:: ~ .sc:: ~.., c:: 0 c:: ~ ..... ] 0 0 Po. 'I:'" ~ '" Po. 'C'" ;t Po.

Le:ast Restrictive Most Restrictive

36 viders, the counties and Department of Correc­ OPTION Ill: At Option III, the major tions; develops th~ Branch evaluation plan; acts responsibility resides with the Department of as a clearinghouse for model programs; publishes Corrections. The Department elicits local a directory of correctional services and provides involvement in the planning process and technical assistance to counties. Alcohol and drug manages both the community-based CCA treatment, sex offender treatment, employment programs and probation and parole/post­ programs, women's programs., electronic surveil­ prison services. Option III funds are 75 percent lance, transitional release services and mental of those for Option I and Option II counties. health treatment represent some of the services Option III counties are responsible for 4.96 provided to offenders in the community with percent of the offender workload. Community Program Division funds. The Community Corrections Advisory Board is designated by statute and serves as advisor to Community Corrections in the Department of Corrections in matters related to the Community COlTections Act. Under the Oregon leadership of Chair Dale Penn, the Board has In 1977, the legislature added responsibility provided leadership in the development of a sys­ for the Community Corrections Act program to tem of community-based correctional services in the Depa..rtment of COlTections as a means to Oregon. provide a continuum of community-based pro­ gramming as sanctions and alternatives to prison. Currently, twenty-eight (28) counties represent­ Intensive Supervision ing approximately 95.04 percent of Oregon's popu­ lation are participating in the program. Counties Program (ISP) are given the choice to participate at one of three The Albany Branch Office initiated an inten­ levels: sive supervision program for high risk sex offend­ ers and substance abusers in July, 1991. The OPTION I: The county operates the purpose of the program was to decrease recidi­ community-based programs funded by vism through ensuring offenders remain in treat­ Community Corrections and manages ment and to provide careful monitoring of of­ probation and parole/post-prison supervision fender behavior through numerous home con­ services. Option I counties are eligible to tacts. The program is based on the principle that receive a higher percentage of funds as the use of timely, meaningful, and predetermined incentive for participation. As of June 30, intermediate sanctions will be a deterrent and 1992, Option I counties account for 58.70 produce a change in the offender's behavior. percent of the current offender workload. The Albany Branch program involves out­ side agencies and community members in the OPTION II: The county enters into an monitoring of offenders in the community. Ap­ intergovernmental agreement in which the proximately once a month, the two ISP officers Department and county are jointly responsible make offender home contacts with police offic­ for planning, the county administers the ers. This places offenders on notice that local law program and the state operates community enforcement agencies are also familiar with their supervision services. The offender workload ISP status and that the detection of any violation in Option IT counties is 36.34 percent of the will result in additional law enforcement surveil­ total offender workload. lance.

37 Counties by Option and lJJ 00 Number of Offenders Under Community Supervision

UMATILLA WALLOWA II I 757 o

MORROW II CLACKAMAS o I 2365 ~ WHEELER .J BA? JEFFERSON m m o 182 GRANT II o

CROOK m 149 LANE DESCHUTES II I 2978 837

HARNEY MALHEUR DOUGLAS m II ill 104 447 770

LAKE JACKSON KLAMATH II II II 1527 1042 112 tronic mobile surveillance system which will en­ able the team to detect if the offender is in hislher home, a tavern, or any prohibited building. The offender will wear an FM radio transmitter on his/ her ankle which will broadcast a radio signal monitored by the team's vehicle, enabling the team to supervise offender activity in the commu­ nity without the offender's awareness of the sur­ veillance.

Integrated Supervision Information System (ISIS) An Oregon Department of Corrections man ..

Parole andProbalion Officers, Renee Pileggi (left) andlenniJerCameron. agement information study completed in April, 1990, identified a need to expand on the existing Citizens in the community who live near the information system (the Offender Profile Sys­ homes of sex offenders are occasionally utilized, tem). Representatives from the Community Ser­ often by way of a court order, to observe the vices, Institutions and Administration and Plan­ residence and yard of a sex offender for the ning branches extensively reviewed corrections presence ofchildren; any unhealthy activity causes information systems to detennine if an existing a call to the probation officer or to the police. This system could better meet the Department's needs. "community monitoring" concept has been well It was found that there were no available pro­ received by both law enforcement and the com­ grams which would integrate both parole/proba­ munity. It is frequently used in conjunction with tion and institution information. The decision was electronic home detection to separate sex offend­ then made to build on the Offender Profile System ers from potential victims. to maintain system integration, with a program Two ISP officers use team supervision to specifically designed to meet the needs of field counsel and monitor approximately fifty offend­ supervision. ers. The team often works evenings and week­ A Community Services Design Team was ends to achieve the greatest number of home formed which included probation and parole of­ contacts and to reduce the frequency of substance ficers, supervisors, clerical specialists, managers abuse usage. Any discovered substance abuse, and information system specialists, to establish curfew violation, failure to remain in treatment, specifications for a software program which would or other violation of conditions, results in an provide tools to more effectively meet the needs immediate arrest. of offender supervision. Sixty-nine offenders have been supervised by The design team's mandate for the Integrated the team since the program began; none of the Supervision Information System was the premise offenders have been involved in any known felony that the program was to be driven by the needs of activity while in the program. Twelve have suc­ probation and parole staff. It was recognized that cessfully completed supervision, seven have ab­ most of the statistical information needed by sconded, three have been revoked and sentenced management was the same information that line to prison for cumulative technical violations, and staff needed to effectively supervise offenders. It the remainder continue in the program. followed that if the information necessary for A recent addition to the program is an e1ec- field staff to supervise an offender was in the

39 system, then management information needs • Only the most severe violations should be would also be met. sanctioned by the Board. The top priority for ISIS was to develop an PHot projects were implemented in March, information system which would assist field staff 1992, in Marion, Deschutes, Jackson, Benton and in the management of their caseloads by reducing Washington counties. Results of the pilot phase the amount of time, effort, and paperwork neces­ are encouraging with the majority of violations sary for officers to do their job. One way in which handled at the local leveL Only a small percentage this was accomplished was by designing ISIS as of violations have been referred for final disposi­ a companion to the existing Offender Profile tion by the Board. It is planned that full imple­ System COPS), which allows integration of exist­ mentation of the guidelines will commence on ing offender information from OPS with data October 1, 1992. collected from field officers and clerical staff. In addition, standard reports were written to quickly Wonten's Alternative target offenders who were not in compliance with their obligations. ISIS has the capacity to auto­ Program matically generate many letters, forms and re­ The Women's Alternative Program in ports. Josephine County was made possible through a ISIS was beta tested and is now fully imple­ grant from the Department of Corrections. The mented in the Josephine Branch Office. Lane and program was designed to provide treatment to Linn Branch Offices have begun implementation. females in the criminal justice system with an Training teams of field staff are being trained for emphasis on their special needs. A particular statewide implementation in state branch offices emphasis is on repeat offenders and those sepa­ by the end of this biennium. Option I jurisdictions rated from their children. On December 2,1991, have embraced ISIS and are also implementing the first five offenders began this unique treat­ ISIS as they become hardware/software ready. mentjourney. From that date to the present., the program has offered offenders the opporo.:m.ity to know themselves; to learn to make !";elf-enhanc­ ing choices; and significantly incn::ase their levels Parole Intervention of personal empowerment, insight, and motiva­ tion. Guidelines The Women's Alternative Program is a 90- The Parole Intervention Guidelines project is day intensive residential program and it is tri­ a joint effort between the Department of Correc­ focused: women's issues; tllinking, criminality tions and the Board of Parole and Post-prison and perception processes; and addictions. After Supervision. The guidelines are developed with completing this program, offenders remain in five basic principles: treatment in an intensive outpatient continuing • There should always be a I'3sponse to offend­ care program for a minimum of one year. Offend­ er violations; ers learn about community resources; achieve • Responses should be swift, certain and pro­ vocational and educational direction, and receive portional to the conduct; ongoing support from corrections personnel and o Responses should involve the least restric­ Rogue Recovery Programs staff. tive sanction needed to manage offender be­ The Women's Alternative Program has served havior and insure protection of the public; approximately 22 female offenders. None of the • When possible, imposition of sanctions should offenders who have graduated from the program be allowed at the parole officer, supervisor have returned to jail. Some have completed their or hearings officer level; and GED while in treatment. One graduate has started

40 college. Of those who have completed the pro­ Marion County Connections gram, 90 percent are employed and self-support­ Program ing. When appropriate, the offenders have been reunited with their children. Estranged families In September of 1991, the Department have become reconciled. awarded Marion County a Parole Services and Sanctions grant in the amount of $279,000 to Coos County Drug Reduction develop a holistic slate of intensive parole transi­ tion services. The grant purchased intensive case of Probationers Program management, additional work center bed space, (DROP) more substance abuse treatment, life skills and Breaking Barriers training, additional informa­ In September, 1988, when positive drug test­ tion/referral services, and personal items such as ing among probationers reached a monthly aver­ bus passes, emergenGY housing and medical care. age of 43 percent in Coos County, the local The grant also provided for the implementation of district attorney, judges, sheriff, and probation a day reporting center. Anticipated to delivery office joined forces. The key to this effort was the services to 180 offenders during the life of the willingness of each to work together and take a grant, CONNECTIONS has already served 162 risk. It was clear that the solution could not be offenders. found in any single agency. The most unique aspect of the program is the Relying on the absolute necessity of swift­ Day Reporting Center. Early work on this aspect ness and certainty, an immediate response was of the CONNECTIONS program began over two developed to a probationer's substance abuse. years ago, during the initial planning for the new The program was named DROP (Drug Reduction work center building. The program is co-located of Probationers). Regular drug.testing is used to in the work center and its operation is almost reveal substance abuse. With each of the first transparent in terms of location and other proba­ three occasions of positive testing for substance tion/parole services. Offenders are referred to the abuse, continuance ofsupervision is recommended program because the parole/probation officers to the court with an increasing sanction of 2, 10 believes that there is a need for more structure and and then 30 days in jail. In addition, a referral to accountability. The offender works closely with a mandatory treatment is promptly made by the case manager to produce a daily schedule of probation officer. activities designed to re-connect them with the The results have been well worth the effort of mainstream community life while still under su­ all involved as indicated by a reduction in positive pervision of the original parole/probation of­ monthly testing to an average hovering around 19 ficer. percent. Also, the percentage of offenders who do A typical day reporting schedule includes not have further DROP violations after the first daily morning meetings with a case manager. The arrest averages 54 percent; after the second arrest meeting serves to plan the current day's activities 77 percent, and after the third arrest 91 percent. as well as providing a forum to report on the For those who are not ready to stop using drugs or previous day. During the Olientation week, of­ alcohol, DROP still provides a benefit. The pro­ fenders are evaluated for program and personal gram helps identify those who are most apt to needs and referred for Practical Work Experience benefit from treatment and limited resources can (PWE) placement. The following week includes be more appropriately directed. The continuing full-time PWE and structured job search with the success of DROP remains in the interagency direction and assistance of the employment coun­ cooperation and a multi-pronged approach. selor. Offenders may also be scheduled into life

41 D.R.O.P. Drug Reduction of Probationers

• Reduces the use of illicit drugs

• Swift and certain response to drug use

• Offender tests positive to random urinalysis - immediately arrested

• 1st violation - 2 days in jail • 2nd violation - 10 days in jail • 3rd violation - 30 days in jail

• May reduce other criminal activity

• Nine Oregon counties have DROP programs

DROP: Changes in Positive VA's Before and After DROP

Before DROP With DROP

42 Parole/Post-Prison Supervision Population by Offense Group and Sex

Total 1~~:::::~~~~~~~~~~~~~~~~~~~~~~~~~~6~75W91m~!758.j ~. 82S Other Escape Drugs Driving Vehicle Theft

: mm Total I I o Male ! Arson III Female Sex Abuse

Sodomy Robbery Kidnapping Rape Homicide Assault

o 1000 2000 3000 4000 5000 6000 7000 8000

ParolelPost-Prison Supervision Population by Offense Type and Sex 8oo() .... T co I ~ 7000 + I I 6000 +I I 5000 1 I • Person I Property I o 4000 ..L j Ii Statute

3000 • Total +I 2000 ~

1000

0 Female Male Total 43 skills, Breaking Barriers or substance abuse treat­ able staff; and 3) the ability to provide meaningful ment as needed. supervision if position losses occur. The project Providing services in close proximity to pa­ started with an inventory of staff strengths. With role/probation officers has produced a fluid net­ these abilities in mind, a team leader was elected, working environment and close cooperation be­ team priorities were established which met Or­ tween custody, treatment and service staff. An­ egon Case Management System (OCMS) stan­ other key element to the success of the CONNEC­ dards, and responsibilities were defined. TIONS program is close coordination between all The team structure includes two Tactical Su­ team members. Preliminary information is en­ pervision Program (TSP) parole and probation couraging and suggests that this option may pro­ officers who conduct most home visits on high vide an additional tool to safely manage offenders risk or resistive offenders. Two PO's are assigned in the community. to offender intake, pre-sentence investigations and other investigations, some cognitive groups, Multnomah County Moves to and if time allows, limited caseload. Three PO's supervise some high risk and most medium risk Option I cases and conduct cognitive restructuring groups for most offenders. On July 1, 1991, Multnomah County began The team meets twice a month to insure participation in the Community Corrections Act OCMS requirements are being met. Other deci­ as an Option I county by assuming full responsi­ sions are made regarding appropriateness of risk bility for offender supervision previously pro­ level assessments; red tag and Tactical Supervi­ vided directly by the Department of Corrections. sion Program case designations; case assignments; The transition was made possible through a joint home visit requirements; sanction development planning process that involved both state and and the assignment of 90 percent of all offenders county staff. The Multnomah County Depart­ to particular groups: cognitive, reporting orresis­ ment of Community Corrections has embarked tive. on a strategic planning process, designed to create Although there was some initial staff resis­ a system of integrated supervision, treatment and tance, most, ifnot all, remaining PO's understand sanctions programs. the need and acknowledge the benefits of the team approach. The offender groups are surprisingly Team Approach to effective, in terms of probation officer time, effi­ Supervision Umatilla!· ciency, and offender self·help. Stafflosses have impacted the team approach Morrow County Branch to supervision and the team's ability to meet Offices OCMS standards. To balance the workload, cases go through triage to prioritize the services to In May of 1992, the HermistonlPen.dleton offenders, keeping public safety and available Branch Offices developed a team concept for staff resources in mind. The officers are commit­ supervising offenders. The factors leading to this ted to serving the offenders and community, and development were threefold: 1) a need for consis­ feel the future for success in offender supervision tent supervision and equitable treatment of all will be based on maintaining the team process. offenders; 2) utilization ofthe strengths of avail-

44 Probation Supervision Population by Age and Sex

30000

25000

20000 • Female

15000 o Male

Ii Total 10000 ;::: ., :2>0.,. '"on '" § 5000 ~

o 17-20 21-25 26-30 31-35 36-40 41-45 46-50 51-55 56-60 Over60 TOTAL

Probation Supervision Population by Race and Sex

30000

25000 • Asian

20000 o Black III Hispanic

15000 • Native American

III White

1.0000 []I Other

§ Total 5000

o +-~_..L--~ __

Female Male Total

45 Community Supervision Field Offices

Baker Co. - Option I Grant Co. - Option II Linn Co. - Option II Polk Co. - Option III 1995 Third Street 220 N. Canyon Blvd., #2 118 SE 2nd Avenue 289 E. Ellendale Baker City, OR 97814-3313 Canyon City, OR 97820 Suite F Suite 204 Phone: 523-8217 Phone: 575-1743 Albany, OR 97321-2792 Dallas, OR 97338-1543 Phone: 967-2044 Phone: 623-5226 Benton Co. - Option I Harney Co. - Option III 180 NW Fifth Street 117 W. Jefferson Street Malheur Co. - Option II Sherman Co. - Option III Corvallis, OR 97330-4791 Bums, OR 97720 2449 SW 4th A venue P.O. Box 253 Phone: 757-4148 Phone: 573-2933 Suite 206 Moro, OR 97039-0263 Ontario, OR 97914 Phone: 565-3461 Clackamas Co. - Option I Hood River Co. - Option II Phone: 889-5344 1024 Main Street P.O. Box 301 Tillamook Co. - Option II Oregon City, OR 97045 Hood River, OR 97031 Marion Co. - Option I 2108 4th Street Phone: 655-8603 Phone: 386-5466 3950 Aumsville Hwy SE Tillamook, OR 97141 Salem, OR 97301-9112 Phone: 842-8871 Clatsop Co. - Option II Jackson Co. - Option II Phone: 588-8487 269 Sixth Street 123 W. 10th Street Umatilla Co. - Option II P.O. Box 540 P.O. Box 1584 Multnomah Co. Dept. of Hermiston Office Astoria, OR 97103 Medford, OR 97501 Community Corrections 1050 N. 1st Street Phone: 325-4861 Phone: 776-6007 421 SWFifth Suite 105 Portland, OR 97204-2166 Hermiston, OR 97838-1360 Columbia Co. - Option II Jefferson Co. - Option III Phone: 248-3701 Phone: 567-6300 Old Columbia Co. Crthse 116 SE "D" Street Room 3 Madras, OR 97741-1619 Multnomah Co. - Option I UmatillaIMorrow Co. - St. Helens, OR 97051 Phone: 475-6145 Central Branch Option II Phone: 397-6253 421 SE 10th Avenue 700 SE Emigrant Josephine Co. - Option II Portland, OR 97214 Suite 260 Coos Co. - Option II 725 NE 6th Street Phone: 248-5051 Pendleton, OR 97801-2593 155 N. Adams Street P.O. Box 1167 Phone: 276-7824 Suite B Grants Pass, OR 97526 Multnomah Co. - Coquille, OR 97423 Phone: 474-3127 Diagnostic Center UnionlWallowa Co.- Phone: 396-3173 1120 SW 3rd Avenue Option I Klamath Co. - Option II Suite 358 1007 4th Street Crook Co. - Option III 401 Pine Street Portland, OR 97204 Suite 3-C 190 N. Main Street Klamath Falls, OR 97601 Phone: 248-3081 LaGrande, OR 97850-2100 Prineville, OR 97754-1850 Phone: 883-5608 Phone: 963-1005 Phone: 447-3315 Multnomah Co. - Lake Co. - Option II East Office Wasco Co. - Option II Curry Co. - Option I 256 N. "F" Street 1415-B SE 122nd Street 700 Union Street 510 Colvin Street Lakeview, OR 97630 Portland, OR 97233 The Dalles, OR 97058-1891 P.O. Box 1189 Phone: 947-6057 Phone: 248-3190 Phone: 296-9333 Gold Beach, OR 97444 Phone: 247-7074 Lane Co./Eugene - Multnomah Co. - Washington Co. - Option I Option II North Office 150 N. 1st Deschutes Co. - Option I 165 E. 7th Avenue 2205 NE Columbia Blvd. Hillsboro, OR 97123 1900 NE Division Street Eugene, OR 97401-2919 Portland, OR 97211 Phone: 640-3400 Suite 105 Phone: 686-7741 Phone: 248-3393 Bend, OR 97701 Yamhill Co. - Option I Phone: 388-6244 Lane Co./Springfield Multnomah Co. - Southeast 615 E. 6th Street 208 N. 6th Street 821 SE 14th Street McMinnville, OR 97128 Douglas Co. - Option ill Springfield, OR 97477 Portland, OR 97214 Phone: 434-7513 1036 SE Douglas Street Phone: 726-2500 Phone: 248-3680 Room 206 Roseburg, OR 97470 Lincoln Co. - Option I MuItnomah Co. - Southwest Phone: 440-3328 547 SW 7th Street 412 SW 12th Street Newport, OR 97365 Portland, OR 97205 Phone: 265-8851 Phone: 229-5611

46 ...... >- tv tv W >- ...... tv tv w VI VI VI VI VI VI 8 § 8 § 8 § 8 § 8 § 8 § 0 0 0 0 0 0 0 0 0 0 0 0 0 0

307 Assault ~2172 2479 32 Homicide \ 115 147 2 "I1 Cl> ~281 Rape 342 3 344 III ~ Ci' ..,.,.,.0 3 a Kidnapping 55 0'~ 0' 58 $l) $l) ~. 60 ~. 0 Robbery 426 0 ::I ·486 ::I CI.l 7 CI.l 254 r::: r::: Sodomy '0 '0 261 (II (II "'1 .....~ Sex Abuse .....<: en..... en..... 0 0 ::I Arson ::I ~ ~ ~ 0 0 ...... III '0 Burglary '0 Cl> ~/¥'Z>'/'b;'U" £j\,I:"~'$" za1 r::: .....r::: ..... $l) $l) ...... Forgery ..... 0-. 0 ::I ::I 0' 0- '< Theft '< 0 0 Vehicle i;l i;l (II (II Theft ::I ::I en en (II (II Driving 0 ~ "'1 ...:J '< 0 0 '0 Drugs r::: ~ ...~O (II '0 $l) E i it22£2~J£i £ :1 $l) ::I Escape ::I 0. 0. CI.l (II CI.l (II :>< Other :><

Total 22249 27880

0 0 •...:J ~ "U • 0 • ~ ...:J g., a ;;J • ~ •61 a ~ 0 [ e:.. 3 CD =:l <1> e:.. ~ <1> .j::...... J ParolelProbation Population Growth

4~0~------'

35~

3~

25000 l).;,RI""RI'~R1l'm'i'flIIi1Ii1II1Ii1I'TIli1lirn

2~

15000

1~

5000

0 r-.. r-.. r-.. 00 00 00 00 00 00 0\ O? 00 00 00 00 00, 00, 00 00, 00, 6- C: 6- c:: "3 tI) ::- »- tI) > ...... 0 ~ '" ::s 0 o:s CI) z ~ ;::,s ;::,s ...... CI) z ......

ParolelPost-Prison Supervision Population by Guidelines vs. Matrix

Sentencing Guidelines 618

Both 1627

Matrix (Pre-Guidelines) 5339

48 Probation Population by Guidelines vs. Matrix

Both 2102

Sentencing Guidelines 7405

Matrix (Pre-Gdls) 18373

49 Inspections Branch

The Inspections Branch operates under the Inmates and employees against whom com­ leadership of the Inspector General, John S. Foote. plaints are substantiated are subject to disciplin­ The Branch performs an oversight function on ary action by the Department. behalf of the Director to periodically inspect and During the past year, 14 employees resigned investigate operations to ensure compliance with or were terminated from the Department during state law and administrative rules and procedures. investigations by Internal Affairs. The most com­ The Branch also operates an intelligence opera., mon complaint which resulted in termination or tion designed to learn of conditions and activities resignation was an improper personal relation­ that militate against the effective operation of the ship between an employee and an inmate. Department. The branch has five divisions: Inter­ nal Affairs, Internal Audits, Inmate Disciplinary Inspections Division Hearings, Administrative Rule Making and In­ spections. The purpose of the Inspections Division is to continue to implement the Department's Drug Internal Affairs Division Control Plan and to operate an intelligence opera­ tion. The Inspections Division works in close The Internal Affairs Division has two offices, cooperation with the Internal Affairs Division one on the east side of the state in Pendleton, and local and state law enforcement agencies. Oregon and one on the west side in Salem, Or­ The Department's Drug Control Plan includes egon. Five criminal investigators, most of whom the following: have extensive prior police experience, investi­ • Monthly random drug urinalysis testing of gate allegations and complaints of misconduct by inmates. staff, inmates and visitors. During the past year, • Random unannounced searches for drugs and they investigated 969 aliegations. Table 1 shows contraband by four drug detection dog teams the total number of allegations against staff, in­ and a four-person search team. mates and civilians and the number and percent­ • An intelligence gathering system, including age substantiated. the operation of a sophisticated telephone

Table 1 Allegations Against Employees, Inmates and Civilians

Number of Number Percentage Complaints Substantiated Substantiated

Against Employees 640 145 23% Against Inmates 259 168 65% Against Private Citizens 70 51 73%

50 monitoring system which is used to assist in thousands of cells each year. The results of their intelligence gathering and to monitor inmate searches are consistent with the random urinaly­ conduct. sis testing results. In less than 2 percent of their • The training of staff and the identification of searches did they find drugs or drug parapherna­ drugs and their methods of introduction. lia. Approximately 95 percent of the drugs they • Oversight of the individual institution drug found and seized were marijuana. control plans. The Inspections and Internal Affairs Division Each month the Department randomly tests work in very close cooperation with local law approximately 7 percent to 10 percent of the enforcement agencies. During the past year 25 inm~te population. Inmates who refuse to submit visitors and inmates were criminally prosecuted a urine sample or inmates whG have narcotics in for participating in drug smuggling. In many their urine are subject to disciplinary action and! cases, the inmates and visitors were successfully or criminal prosecution. They are also subject to prosecuted for conspiracy to smuggle drugs, even increased urinalysis testing and their contact with though no drugs were found or seized by authori­ visitors is terminated. ties. The cases were proven with bank records, The Department's Drug Control Plan has had inmate trust account records, tape recorded phone a dramatic impact upon drug usage by inmates. In cans between inmates and private citizens, and Octoberof1989, when the drug testing began, the the execution of search warrants in the commu­ rate of positive tests was at 10.38 percent. In June nity. of 1992, it reached an all-time low of 0 percent The Department's four drug detection dog (see chart). teams have been loaned to local law enforcement The Inspections Division has four drug dog agencies to assist them in criminal investigations teams and a four-person search team who search or searches in the community. The Department's

OREGON DEPARTMENT OF CORRECTIONS RANDOM SAMPLE DRUG TESTING

12 PERCENT OF TESTS POSITIVE ACROSS ALL INSTITUTIONS BY MONTH 0.38

10 Note: Samplings (rom Nov. '89th", June '92 were conducted at the institution level. 8.92 8.6 Data (or those months have been aggregated (or display and have no statistical validi~ (or in(enmce to the system level. 8 7.4

5.92 6

4.72 4.83

3.7 3.93.83 4 3.46 3.11 3.19 2.77 2.46 2.39 2.3~ 2.24 2

o

51 dogs were all obtained from the humane society has been eliminated through the use of a "grid or were donated at no cost to the Department. system" which sets standard levels of discipline The Department's Search Team and dog teams for each type of misconduct based upon the in­ continue to find only very small amount of drugs mates' prior misconduct history. These standard in our institutions or facilities. Drugs are brought levels of discipline must be followed unless the in by visitors into the visiting room and passed to Hearings Officer makes written findings which the inmates. The most common method of hiding justify either a more or less severe punishment. drugs is to wrap them in a small balloon and hide it in a body cavity. Visitors who attempt or con­ Internal Audits spire to smuggle drugs are permanently ban'ed from all Department of Corrections institutions. The Department currently has one Internal As long as physical contact is allowed between Auditor. His job has been limited to performance visitors and inmates, it will be impossible to stop reviews of designated operations within the De­ all drug trafficking in our institutions. However, partment which have been problem areas or areas we can make it so difficult for inmates and visitors of special concern. These operations have in­ to deal in drugs, that it will occur very infre­ cluded the Industries operation, canteen opera­ quently. The random drug urinalysis testing of tions, the farm, the Free Materials Program, and inmates reveals we are having great success in fiscal operations within the Department. The pur­ this regard. pose of these internal audits is not only to catch mistakes or wrongdoing, but also, through the Inmate Disciplinary Hearings findings and recommendations of the Internal Auditor, to improve the efficient operation of the The Department has six Hearings Officers Department. who are responsible for conducting inmate disci­ plinary hearings involving allegations of inmate Administrative Rules and Procedures misconduct. The Hearings Officers are respon­ The Department's Rules Coordinator is re­ sible for determining whether the misconduct sponsible for the preparation and enactment of occurred, and the appropriate discipline. administrative rules and procedures. He works in During the past year, the six Hearings Offic­ close cooperation with the Attorney General's ers conducted 9,164 formal disciplinary hearings. Office and Legislative Council. During the past The most common types of allegations were: year more than 40 new or amended rules and 20 .. Disrespect to Another new or amended procedures were handled by the e Illegal Drugs Department's Rules Coordinator, who also held • Assaults between Inmates approximately 25 public hearings pursuant to DurIng the past year, the Department initiated Oregon's Administrative Procedures Act. These an ambitious revision of its inmate prohibited public hearings allow those that are affected by conduct rules. The purpose was to provide for rule changes, including employees and inmates, more uniform and consistent punishment. Incon­ to participate in the rule-making process. sistency and disparity between the institutions

52