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Mansfield Correctional Institution 2015 Inspection Report

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Mansfield Correctional Institution 2015 Inspection Report Mansfield Correctional Institution August 3, 2015 August 4, 2015 August 5, 2015 Adam Jackson, Report Coordinator CIIC: Mansfield Correctional Institution 2 CORRECTIONAL INSTITUTION INSPECTION COMMITTEE REPORT ON THE INSPECTION AND EVALUATION OF MANSFIELD CORRECTIONAL INSTITUTION Dates of Inspection: August 3, 2015 August 4, 2015 August 5, 2015 Type of Inspection: Unannounced Legislators/CIIC Staff Present: Joanna E. Saul, Director Darin Furderer, Corrections Analyst II Adam Jackson, Corrections Analyst II Martha Spohn, Corrections Analyst II Margaret Ogonek, Corrections Analyst I Whitney Pesek, CIIC Fellow Lanny Sacco, Corrections Consultant Rebecca Barnett, CIIC Intern Sarah Cunningham, CIIC Intern Karin Nordstrom, CIIC Intern Ceri Turner, CIIC Intern Karin Vacakis, CIIC Intern Facility Staff Present: Warden Alan Lazaroff CIIC spoke with many additional staff throughout the course of the inspection. Institution Overview Mansfield Correctional Institution (MANCI) is a close security male prison that houses Level 3 security inmates. The institution also has a correctional camp for Level 1 (minimum) security inmates located outside of the main compound. MANCI opened in 1990 on 1,124 acres in Mansfield, Ohio.1i The institution’s FY 2015 GRF budget was $48,625,285.ii The rated capacity for MANCI is 2,387.iii As of August 3, 2015, the institution housed 2,682 inmatesiv (112.4 percent of capacity). 1 According to their April 2015 Standards Compliance Accreditation Audit by the Accreditation for Corrections, 57 of the acres are located on the main compound. CIIC: Mansfield Correctional Institution 3 Demographically, 59.1 percent of the inmates are classified as black, 37.9 percent as white, and 3.0 percent as “other” race. The average inmate age was 33.5 years.2v As of August 1, 2015, MANCI employed 596 total staff, of which 417 are security staff.vi The institution scored 100 percent compliance on the most recent ACA audit for mandatory standards,3 and 99.5 percent on non-mandatory standards.4,5vii In its most recent full internal management audit,6 MANCI was 100 percent compliant on mandatory standards7 and 99.1 percent compliant on non-mandatory standards.8viii Of the Ohio Standards, the facility was 88.4 percent compliant on the applicable standards.9ix Executive Director Overview MANCI is a large, higher security prison with a tough reputation for gang-affiliated inmates and poor staff culture. It experienced a publicized escape of an inmate in 2013 that resulted in the removal of several executive staff and that was a blow to institutional morale. The person drafted for service as Warden was formerly the DRC’s Human Resources Manager, and he brought with him innovative ideas for improving morale, including rewarding people for positive actions. Staff spoke highly of the Warden and his ability to relate well to everyone, including his approachability and listening skills. Staff management and fiscal accountability were the most positive areas reviewed in 2015, as both staff turnover and overtime have successfully decreased. MANCI expanded on-the-job training for new corrections officers and also has engaged in additional critical incident management exercises for improved security. The facility also performed well on fiscal audits and significantly increased their recycling revenue. 2 The youngest inmate was listed as 18.3 years of age and the oldest inmate was listed as 72.4 years of age. 3 MANCI was compliant on each of the 58 applicable mandatory standards. 4 MANCI was compliant on 428 of 430 applicable non-mandatory standards. The standards in which MANCI was not in compliance were pertaining to unencumbered space in cells and the ceiling height of the dayroom did not meet the minimum standard of 18 feet. 5 The most recent audit by the Commission on Accreditation for Corrections was conducted on April 27- 29, 2015. 6 The full internal management audit was conducted on March 3-5, 2015. 7 MANCI was compliant in 57 of the 57 applicable mandatory standards. 8 Four of the non-mandatory applicable standards (433) were found in non-compliance. The standards in which MANCI was found not in compliance were related to in-service training was not completed by all staff, unencumbered space, and ceiling height for the minimum camp recreation area was only 16 feet, not the required 18 feet. 9 MANCI was compliant on 92 of the 104 applicable Ohio Standards. The standards in which MANCI was not in compliance with were pertaining to the administrative staff weekly rounds, incident action plans, a roster containing the minimum number of Crisis Negotiators, not adhering to the 68-hour coverage schedule, documentation ensuring that new correctional officer training hours were fully met, testing of the safety equipment, the Library Advisory Committee failed to meet at least semi-annually and no documentation to illustrate that a Committee was approved by the Warden or designee, completion of the ORAS assessment within the 45-day required time period, ORAS random interventions not provided, quarterly reports were not submitted staff, completion of paperwork for the ORAS assessment. CIIC: Mansfield Correctional Institution 4 Also positively, the facility is holding steady on several key indicators. Violence remains about the same, staff/inmate interactions remain average, unit conditions were acceptable, and inmate healthcare needs appear to be met. The facility offers an OPI shop and other opportunities for work skill attainment, including a new physical trainer vocational certification. GED attainment is above the comparator prison average and the library is frequently open. However, the prison does not appear to have implemented many of the progressive reforms of other prisons across the DRC, particularly in the area of programming and segregation. DRC Director Gary Mohr is nationally recognized for his leadership in developing standards related to segregation and many other prisons have taken off with exciting programs and significantly lowered populations in segregation; at MANCI, segregation continues to have poor conditions, a large population of inmates, and very limited opportunities for out-of-cell activities. Programming and purposeful activities across the institution have improved, but the level of staff commitment to rehabilitation and reentry preparation, particularly by front line staff, could be improved. Access to rehabilitative programs is a challenge, with high waitlists. The DRC as a system is moving in an exciting new direction of preparing inmates to be engaged, productive citizens upon release; MANCI has significant work to be done to get on board with this initiative. CIIC: Mansfield Correctional Institution 5 I. INSPECTION SUMMARY SAFETY AND SECURITY: ACCEPTABLE10 INDICATORS RATING FINDINGS Violence Outcome Acceptable Total inmate-on-inmate assaults in CY 2014 increased by 23.7 percent in Measures comparison to CY 2013. However, the numbers have decreased thus far in CY 2015 compared to the same time period in CY 2014. Total inmate- on-staff assaults in CY 2014 decreased by 14.5 percent in comparison to CY 2013. The rate of inmate disciplinary convictions for assaults decreased by 5.7 percent during CY 2014 in comparison to CY 2013. The rate of inmate disciplinary convictions for assaults for CY 2014 at MANCI was slightly less than comparator prisons, but more the DRC average. The rate of rule 19 convictions for CY 2014 increased 4.0 percent compared to CY 2013. The rate of rule 19 convictions for CY 2014 at MANCI was significantly less than comparator prisons, but more than the DRC average. There have been zero homicides during the past two years. Disturbances Acceptable In FY 2014, MANCI reported 18 disturbances. The rate of disturbances decreased in comparison to FY 2013, in which 23 disturbances were reported. The rate of disturbances in FY 2014 was slightly more than the comparator prisons and significantly more than the DRC average. Use of Force In Need of During CY 2014, the facility reported 464 use of force incidents, which 10 CIIC ratings are based on a four point scale: Exceptional, Good, Acceptable, and In Need of Improvement. Ratings for the overall area are based on the balance of the indicator ratings for that area. A rating of “Exceptional” for an indicator means that there is no room for improvement and, generally, that the facility performs above other prisons. A rating of “Good” for an indicator means that the prison more than meets the standard, but is not significantly better than other prisons or there is still room for improvement. A rating of “Acceptable” for an indicator means that the prison just meets the standard or meets the standard with minor exceptions. A rating of “In Need of Improvement” for an indicator means that the prison does not meet standards, is significantly different from other prisons in a negative manner, or that CIIC staff had serious concerns. CIIC: Mansfield Correctional Institution 6 Improvement was a slight increase of 2.2 percent. However, the rate of use of force incidents slightly decreased by 0.6 percent. A review of use of force incidents indicated video documentation was available for 13 incidents, staff appropriately referred incidents to a use of force committee for investigation when necessary, inmates were generally seen within an hour following the use of force incident, and there were only a few minor documentation errors. However, one incident was deemed to be unjustified by a use of force committee, two incidents likely could have been planned or a supervisor called prior to force, and one incident could have been avoided. In addition, a planned use of force did not follow proper video documentation procedure. Control of Illegal In Need of During CY 2014, 7.9 percent of the inmates tested positive for the Substances Improvement presence of an illegal substance, which significantly increased in comparison to CY 2013. The percentage of inmates who tested positive in CY 2014 at MANCI was the highest of all Level 3 prisons and significantly more than the DRC average.
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