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. During CY 2014, the institution drug tested 130 inmates for programs and 381 for cause.
Inmate Perception Acceptable 54.0 percent of survey respondents on the main compound and 89.5 of Safety percent at the camp reported they are very safe, safe, or neutral (in terms of safety). This was higher in comparison to the 2014 follow-up inspection. Several open-ended survey responses relayed concerns regarding personal safety as well as gang activity at the facility. The institution had 19 inmates in segregation for refusal to lock and 16 inmates under PC investigation or approved PC placement on the day of the inspection.
Unit Security Acceptable Officers consistently documented rounds in the requisite 30 minute, Management staggered intervals with a few exceptions. CIIC: Mansfield Correctional Institution 7
Officers were inconsistent for the documentation of required shakedowns. In addition, post orders are only requiring one shakedown per shift, which is lower than the other DRC facilities. CIIC’s review of cells indicated concerns with towels on the floor and inmates covering their cell wall window. There were two overdue security classification reviews that were unaccounted for on the day of the inspection, which is very low.
Institutional Acceptable Executive staff members are inconsistently making the required rounds in Security housing units based on a review of employee sign-in logs. Management Staff demonstrated they track incidents by type, location, and time. The majority of correctional officers believe they are adequately informed of incidents between shifts. The number of rule 17 (unauthorized group activity) convictions appears to be somewhat in line with their STG population. A review of the past six months’ of STG committee meetings indicates that meetings were held and included the staff members who are required to attend per policy, with a few exceptions. There were zero overdue security threat group classification reviews, which is exceptional.
Prison Rape Good The facility met all standards on their most recent PREA audit. Elimination Act PREA posters, with information for inmates on reporting of sexual (PREA) assaults, were posted in all the housing units. There were no concerns noted by the classified victims or potential victims. A review of PREA risk assessments indicated staff are complying with PREA standards. A slightly higher percentage of inmate survey respondents indicated they knew how to report sexual contact in comparison to the DRC average. There were no substantiated PREA cases in CY 2014. Negatively, staff did not always make an announcement or utilize the notification system when a female was entering the housing unit.
CIIC: Mansfield Correctional Institution 8
HEALTH AND WELLBEING: ACCEPTABLE
INDICATORS RATING FINDINGS
Unit Conditions Acceptable The cell conditions were rated as acceptable or good on all units. Most of the main compound shower conditions were rated as acceptable. However, the showers in the minimum camp were rated as in need of improvement. CIIC observed black spots, peeling paint on the shower walls, and soap scum. CIIC also observed trash in some of the showers. Cleaning materials were observed to be stocked with the correct number of bottles. However, CIIC relayed concern that the concentration levels of some supplies appeared insufficient. All of the ice machines and microwaves were operational. However, the facility had three drinking fountains and two washers that were inoperable on the day of the inspection.
Medical Services Good Medical facilities were observed to be in good condition. Staffing levels appear to be adequate to meet the medical needs of the inmate population. Inmate focus groups were relatively positive regarding medical care at MANCI; however, concerns regarding care for diabetics were relayed. Staff reported no backlog for Nurse Sick Call, Doctor Sick Call and Chronic Care clinics. The percentage of Chronic Care AMA for the past six months was calculated to be high in comparison to other recently inspected institutions.
Mental Health Acceptable MANCI has had a difficult time recruiting staff and currently has six Services vacancies. Given the current number of staff on the table of organization, staffing levels appear to be sufficient; however, the number of vacancies is of concern. Staff reported a very small backlog for mental health requests. The institution reported a number of critical incidents this past year. CIIC: Mansfield Correctional Institution 9
The number of mental health programs offered to inmates is acceptable; however, none of the programs are evidenced based. Staff provides in cell programming in segregation and hopes to begin group programming in segregation shortly.
Recovery Services Good The recovery service facilities were noted to be clean and orderly with sufficient space for staff to perform clinical duties. Uniquely, MANCI facilitates a co-occurring disorder treatment cohort for individuals on the mental health caseload that also have a substance use disorder. Additionally, staff has created a separate waitlist for these individuals In FY 2014, program termination rates were lower than the DRC average with the exception of the Intensive Outpatient Program.
Food Services Acceptable The institution passed their most recent health inspection and was 89.0 percent compliant in its most recent evaluation by the DRC Food Service Monitor. Both the main compound and the camp passed their most recent health inspections with a few violations. MANCI currently has an incentive work program for inmate workers on the main compound. Negatively, the three meals sampled by CIIC were only rated as acceptable and in need of improvement. Also negatively, 87.4 percent of inmate survey respondents indicated that they were either “unsatisfied” or “very unsatisfied” with the quality of the food served.
Recreation In Need of Physical facilities appeared clean and were in use during the inspection. Improvement Inmates are offered a good selection of activities for recreation; however, staff relayed that recreation is frequently shut down. All inmate focus group participants relayed dissatisfaction noting that recreation is often cancelled or late because of chow. CIIC: Mansfield Correctional Institution 10
Additionally, survey participants reported low satisfaction with access to recreation.
FAIR TREATMENT: ACCEPTABLE
INDICATORS RATING FINDINGS
Staff/Inmate Acceptable The majority of inmate survey respondents relayed that housing unit Interactions officers are responsive to their needs, professional, and fulfilling job duties. Most vulnerable population focus group inmates rated interactions between staff and inmates as average. However, inmate complaints to CIIC regarding supervision are high and there is no apparent accountability provided by the Inspector regarding inmate complaints about staff.
Inmate Grievance Acceptable The vast majority of inmates reported sufficient access to informal Procedure complaint forms; however, an average-to-high percentage reported that they had been prevented from using it, and the top reason inmates have not used the grievance procedure was lack of faith in it. CIIC’s review of informal complaint responses and grievance dispositions indicated that staff are overall responsive to inmate concerns. Timeliness of responses to the grievance procedure is somewhat poor, as there is a high untimely response rate to informal complaints and 11.4 percent of grievance dispositions were extended. It is not clear that there is strong accountability for the grievance procedure; the Inspector also has the highest number of grievances to handle in the DRC.
Inmate Discipline Good MANCI’s RIB Chair appears thorough in her review, although the level of evidence attached to the RIB record could be improved. Cases were heard timely, the inmate rights form was completed, and CIIC: Mansfield Correctional Institution 11
requested witnesses were generally approved; in one case, however, an inmate on the mental health caseload was screened. Sanctions were reportedly consistent and progressive; however, the continued large population of segregation inmates suggests a need to review the sanctions.
Segregation In Need of On the day of the inspection, there were 236 inmates in segregation. Improvement The total represents an 18.6 percent increase since the last full inspection in 2013. 26 inmates were in segregation under investigation, which is very high; almost all had been in segregation more than a week, which is unusual. Conditions on the unit appeared poor, with the floor torn up on several pods and the cells covered with gang-related graffiti. The segregation log sheets appeared complete; however, there were concerns regarding the documentation of rounds and shakedowns. A high number of uses of force occur on the segregation unit; positively, critical incidents have been decreasing based on the overall decreased wait times to transfer from the unit. While the unit has several programs, in light of the high total population, there appeared to be insufficient purposeful activities for the population.
REHABILITATION AND REENTRY: IN NEED OF IMPROVEMENT
INDICATORS RATING FINDINGS
Reentry Planning Acceptable A community resource fair in July 2015 was well attended by inmates and by service providers. Prison staff particulate in regional Reentry Coalition meetings. Negatively, less than half of RPLANS for inmates at MANCI were completed.
Rehabilitative In Need of Negatively, not all programs have been offered as scheduled, waitlist CIIC: Mansfield Correctional Institution 12
Programming Improvement for rehabilitative programs are high, and completion rates for the reentry programs are not maintained. Reportedly, inmates in the 30-days-to-release focus group had not participated in any reentry-approved programming. MANCI in 2014 offered significantly fewer religious services than the comparator prisons and its participation rate was lower than the comparator prisons.
Family Engagement Acceptable Family members are invited to MANCI for academic graduations and a and Community couples communication program is offered through the Ridge Project. Connections The MANCI camp offers a parent-child activity day. Positively, community service activities are available for inmates and hours are comparable to the comparator prisons. Inmate survey respondents reported experiencing few problems with mail and visits; telephones remain an issue for some.
Literacy In Need of Negatively, two Lexis Nexis computers have been down for at least six Development Improvement months and one reentry computer is “unreliable.” The rate of items in circulation was low and there are no special programs through the library. The rate of inmates on the academic waitlist increased significantly, particularly in comparison to comparator prisons and the DRC average.
Vocational and Work Acceptable MANCI offers an OPI shop, employing 88 inmates. Skill Development MANCI offers eight apprenticeships, in addition to horticulture and masonry career-technology programs. Negatively, career tech enrollment is significantly below the comparator prison rate and apprenticeship enrollment greatly decreased FY 13 – 15.
CIIC: Mansfield Correctional Institution 13
FISCAL ACCOUNTABILITY: GOOD
INDICATORS RATING FINDINGS
Fiscal Wellness Good In their most recent internal fiscal audit, MANCI was compliant in each of their applicable mandatory standards for an overall score of 100.0 percent. In their most recent external fiscal audit, MANCI scored 87.5 percent. Reduced total staff overtime by 9.6 percent and correctional officer overtime costs by 15.9 percent in FY 2015. Reduced property loss reimbursements by 22.4 percent in CY 2014. Environmental Good In FY 2015, MANCI significantly increased their recycling revenue from Sustainability FY 2014. Although MANCI slightly increased their natural gas usage, they decreased their water and electrical usage. Successfully completed their sustainability audit. Negatively, MANCI does not have a Roots of Success program. However, the institution does have a Food Bank Garden program and inmate re-claimers.
Staff Management Good In FY 2015, MANCI decreased their total staff turnover rate from 9.3 percent to 7.2 percent. FY 2015 training rates ranged from 94.7 to 99.5 percent. Officer interviews were mostly positive regarding the Warden and his administration. However, officer survey results indicated that officers have some concerns regarding their workplace environment. In CY 2014, MANCI completed 100.0 percent of their performance evaluations. However, only 57.2 percent were completed on time. As of June 2015, MANCI had completed 92.2 percent of their evaluations on time. CIIC: Mansfield Correctional Institution 14
RECOMMENDATIONS SUMMARY
Ensure that medical staff are documenting evaluation times on use of force anatomicals. Ensure proper policy is followed during planned use of force incidents.
Conduct additional training on threat assessments and remind officers to contact a supervisor prior to force if there is no imminent threat of personal safety or institutional security.
Evaluate the disproportionate use of force on black inmates.
Develop additional strategies to address the increase of inmates testing positive for illegal substances, which could include greater cell shakedowns.
Ensure that executive staff conduct weekly rounds through housing units, in line with DRC policy.
Ensure that females are announced when they enter a housing unit.
Ensure repairs are made to all inoperable toilets and sinks.
Ensure all housing unit showers are thoroughly cleaned.
Ensure all cleaning chemicals are prepared at the appropriate concentration levels.
Ensure the medical department inmate porter has access to a cleaning schedule and it is up-to-date.
Ensure all crisis cells have clear cuff ports, are free of gang symbols and are clean. Additionally, evaluate the visibility of each crisis cell.
Ensure all areas of the kitchen prep area are thoroughly cleaned.
Ensure that an incentive program is developed and implemented for inmate food service workers in the minimum camp.
Ensure there are no serving delays by the food service operations.
Ensure the recreation scheduled is followed.
Continue to develop strategies to improve inmate/staff interactions.
Develop strategies to reduce the high segregation population and to improve conditions, such as cleaning and painting the cells, and increasing purposeful activities, including recreation.
Ensure shakedowns are accurately documented in segregation.
Consider increasing access to the telephone for inmates in segregation.
CIIC: Mansfield Correctional Institution 15
ADDITIONAL RECOMMENDATIONS
Evaluate the high number of inmates in segregation unit under investigation.
Ensure shakedowns are accurately documented in segregation.
Ensure that RPLANs are completed by the time that the inmate is released; consider implementing a tracking system for increased accountability.
Develop strategies to improve access to rehabilitative programs, particularly for inmates approaching release.
Increase the number of inmate-led programs and groups.
Develop strategies to increase access to religious services.
Ensure the computers in the library are operational.
Develop strategies to increase academic enrollment.
Develop and implement additional costs savings strategies.
Implement the Roots of Success program.
Develop strategies to address officers’ perception of favoritism and inconsistent communication by some supervisors.
Ensure performance evaluations are completed on time.
CIIC: Mansfield Correctional Institution 16
ADDITIONAL SUGGESTIONS
Consider additional strategies to reduce inmate violence including assaults and disturbances.
Consider evaluating the kite log system in the medical department to ensure kites are being answered and a system is in place to document when the response was sent.
Consider strategies to incorporate more pro-social activities to the infirmary.
Consider strategies to increase the number of evidenced based mental health programs offered.
Consider developing strategies to increase camp inmates’ access to mental health services.
Consider tracking and analyzing the staff names that most frequently appear in inmate complaints (tracked via DOTS).
Consider developing strategies to improve inmates’ access to the grievance procedure, or at least improve their perception of it.
Consider increasing the Inspector’s rounds through the compound, and particularly at the camp.
Consider adding a half or full position for an additional Inspector.
Consider conducting a review of the property grievances to identify opportunities to address and reduce the number.
Consider increasing the level of evidence attached to the RIB case record.
Consider increasing access to the telephone for inmates in segregation.
Consider increasing achievement of community service hours.
Consider implementing special programs in the library and increasing inmate rate of use of items.
Consider developing greater connections between the OPI shop and post- release employment.
Consider additional recruiting and retention initiatives to reduce the number of vacancies and the correctional officer turnover ratio.
CIIC: Mansfield Correctional Institution 17
DRC RESPONSE
CIIC sent the draft inspection report to the DRC on September 2, 2015. DRC staff responded with action plans, which follow below.
Issue Problem noted by CIIC – Disturbances Rating – In Need of Improvement
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. Recommendations Noted by CIIC Consider additional strategies to reduce inmate violence including assaults and disturbances. Tasks Person Responsible 1. Continue developing STG intelligence through STG Committee Members 1. STG Lieutenant, STG ongoing daily interactions with line staff in the units, recreation, food Committee Members, and service, maintenance, OPI, and education. Also, continue developing Investigators confidential informants to gather STG intelligence. Continue tracking and 2. DWO, Major, UMC analyzing information regarding assaults, weapons, cell phones, drug 3. DWO, Major, UMC trafficking and positive urinalysis. 4. DWO, UMC 2. Take preemptive action based on intelligence gathered. 5. Warden, Executive Staff, 3. Continue to monitor inmate movement and make necessary adjustments Custody Supervisors, and Unit on the main compound. Staff 4. Take steps to address attempts of STG’s to control unit resources, such as phones, J-Pay machines, laundry, etc. 5. Continue supervisory rounds and presence on the compound. Comments:
CIIC: Mansfield Correctional Institution 18
Issue Problem noted by CIIC – Use of Force Rating – In Need of Improvement
During CY 2014, the facility reported 464 use of force incidents, which was a slight increase of 2.2 percent. However, the rate of use of force incidents slightly decreased by 0.6 percent. Recommendations Noted by CIIC Conduct additional training on threat assessments and remind officers to contact a supervisor prior to force if there is no imminent threat of personal safety or institutional security. Ensure that medical staff is documenting evaluation times on use of force anatomicals. Ensure proper policy is followed during planned use of force incidents. Tasks Person Responsible 1. Training with supervisors and use of force instructors, taught by Managing 1. Warden Director Ed Voorhies, was conducted on August 4, 2015. 2. Use of Force Instructors 2. Use of force instructors stress major points, including requesting assistance, 3. Shift Supervisors from Mr. Voorhies’ training in DTSC training during September and October 4. DWO 2015 and during further in-service class in 2015-16. 3. Shift Supervisors to continuously coach staff and monitor use of force situations. 4. Continue monitoring use of force by location, time of day, race of inmate involved and staff involved. Make sure that proper procedures are followed for planned uses of force. Monitor paperwork, including evaluation times on anatomicals. Address problems identified in this monitoring by coaching, training, or discipline if necessary. Comments:
CIIC: Mansfield Correctional Institution 19
Issue Problem noted by CIIC – Control of Illegal Substances Rating – In Need of Improvement
During CY 2014, 7.9% of the inmates tested positive for the 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. Recommendations Noted by CIIC Develop additional strategies to address the increase of inmates testing positive for illegal substances, which could include greater cell shakedowns. Tasks Person Responsible 1. Conduct Back to Basics to validate current drug testing process. 1. Warden’s Assistant and QIC 2. Increase intelligence sharing with the Adult Parole Authority, the Ohio 2. Investigators State Highway Patrol, and other local law enforcement regarding drug 3. Warden trafficking between the community and the prison. 4. Warden 3. Task Force to target shakedowns based on the intelligence gathered. 5. Recreation Correction Officers 4. Task Force to conduct surveillance on property to detect and report 6. Warden trespassers conveying contraband onto prison grounds. 7. Investigators and Warden 5. Continue searching recreation yards for packages thrown over the 8. Recovery Services Staff fence before opening recreation. 9. Warden’s Assistant and RIB 6. Work with City of Mansfield to increase penalties for criminal trespass on the grounds of a detention facility. 7. Coordinate with OSHP and Prosecutor to aggressively charge and prosecute contraband traffickers. 8. Increase Recovery Services staffing and programming. 9. Continue to evaluate drug positive and trafficking sanctions. Comments:
CIIC: Mansfield Correctional Institution 20
Issue Problem noted by CIIC – Recreation Rating – In Need of Improvement
All inmate focus group participants relayed dissatisfaction noting that recreation is often cancelled or late because of chow. Additionally, survey participants reported low satisfaction with access to recreation. Recommendations Noted by CIIC Ensure the recreation schedule is followed. Tasks Person Responsible 1. Study the reasons for the delays in opening recreation, including problems 1. DWO and DWA in completing meals timely, and determine appropriate daily schedule changes. Comments:
CIIC: Mansfield Correctional Institution 21
Issue Problem noted by CIIC – Segregation Rating – In Need of Improvement
There were 235 inmates in segregation, which represents an 18.6 percent increase since 2013. 26 inmates were in segregation under investigation. Conditions on the unit appeared poor, with the floor torn up on several pods and the cells covered with gang-related graffiti. The segregation log sheets were complete, but CIIC had concerns regarding the documentation of rounds and shakedowns. A high number of uses of force occur on the segregation unit. There appeared to be insufficient purposeful activities for the segregation population. The crisis cells in segregation were noted to be in poor condition and needed additional cleaning. Several cells did not have clear cuff ports, which decreases the visibility for the officer conducting the watch.
Recommendations Noted by CIIC Develop strategies to reduce the high segregation population and to improve conditions, such as cleaning and painting, and increasing purposeful activities recreation. Evaluate the high number of inmates in segregation under investigation. Ensure shakedowns are accurately documented in segregation. Consider increasing access to telephones in segregation.
Segregation (continued) Person Responsible 1. Warden, DWO, UMC Tasks 2. UMC and Investigators 1. Continue exploring ways to utilize limited privilege housing instead of 3. DWA and Maintenance segregation. Attempt to repurpose one segregation cellblock into a LPH 4. UM unit. Reexamine the different purposes of our 3B housing, LPH housing, 5. UM and segregation. Work with Classification to speed up transfers. 6. Maintenance Superintendent 2. Conduct investigations in a timely manner and reduce extensions. 7. DWO and UM 3. Repaint segregation units and repair flooring in several of the units. 8. DWO 4. Enforce cell inspections when inmates leave segregation cells. Charge 9. Major and UM inmates for damage and ensure that cells are properly cleaned. 5. Ensure that crisis cells are properly cleaned. 6. Continue upgrading crisis cell doors, including cuff ports. 7. Increase activities in segregation, including access to telephones. 8. Monitor use of force in segregation, as noted in use of force section above. 9. Monitor that rounds and shakedowns are documented properly and accurately. Comments:
CIIC: Mansfield Correctional Institution 22
Issue Problem noted by CIIC – Rehabilitative Programming Rating – In Need of Improvement (see comment below)
Not all programs have been offered as scheduled, waitlist for rehabilitative programs are high, and completion rates for reentry programs are not maintained. Reportedly, inmates in the 30-days-to-release focus group had not participated in any reentry-approved programming. ManCI in 2014 offered significantly fewer religious services and its participation rate was lower than the comparator prisons. Recommendations Noted by CIIC Ensure that RPLANs are completed by the time that the inmate is released; consider implementing a tracking system for increased accountability. Develop strategies to improve access to rehabilitative programs, particularly for inmates approaching release. Increase the number of inmate-led programs and groups. Develop strategies to increase access to religious services. Consider developing greater connections between the OPI shop and post-release employment. Consider increasing achievement of community service hours. Rehabilitative Programming (continued) Person Responsible 1. UMC Tasks 2. UMC 1. Tracking system for RPLANs was recently implemented, with a monthly 3. UMC review on the completion of all sections. 4. UMC 2. Pre-Release program was implemented during the past year with various 5. UMC components completed 90 days and 60 days prior to release. 6. UMC 3. Continue with reentry resources fair every six months on the main 7. DWSS and Chaplains compound and at the camp. 8. UMC and OPI Industry Mgr 4. Each Case Manager completes at least one inmate program each quarter. 9. DWSS and Community Service 5. Develop tracking of inmates requiring specific programs based on ORAS Coordinator assessments. 6. There are four active inmate groups and three more are in the process of obtaining approval. 7. Inmate religious programming is very active, with a heavy reliance on outside volunteers. Continue to evaluate programming and work on developing new programs both at the camp and on the main compound. 8. Look at linkages between OPI and outside employment and invite prospective employers to Reentry Resource Fair. 9. Continue to increase annual community service hours. Comments:
CIIC: Mansfield Correctional Institution 23
Issue Problem noted by CIIC – Literacy Development Rating – In Need of Improvement
Two Lexis Nexis computers have been down for at least six months and one reentry computer is “unreliable.” The rate of items in circulation was low and there are no special programs in the library. The rates on academic waitlist increased significantly.
Tasks Person Responsible 1. Continue keeping educational vacancies filled. 1. Warden and Personnel 2. Monitor misuse of library computers which cause computers to go down 2. Infrastructure Specialist and and IT to quickly fix problems. Librarian 3. Continue to upgrade books in circulation and evaluate a need for special 3. Librarian library programs. 4. DWSS and Principal 4. Work with OCSS to increase enrollment in educational programming. Comments:
II. ADDITIONAL CIIC RECOMMENDATIONS AND SUGGESTIONS (other than those previously addressed above in the sections rated as In Need of Improvement)
Issue Problem noted by CIIC – Executive Staff Rounds Additional Recommendation/Suggestion Executive Staff are inconsistently making the required rounds housing units. Recommendations Noted by CIIC Ensure that executive staff conduct weekly rounds through housing units, in line with DRC policy. Tasks Person Responsible 1. Improve rounds in housing units. 1. Warden
Comments:
CIIC: Mansfield Correctional Institution 24
Issue Problem noted by CIIC – PREA Additional Recommendation/Suggestion Staff did not always make an announcement or utilize the notification system when a female enters a housing unit. Recommendations Noted by CIIC Ensure that females are announced when they enter a housing unit.
Tasks Person Responsible 1. Ensure that the electronic notification alerts work properly and that females 1. DWA and Compliance Officer make the proper notifications. Comments: When a female has already been announced in a unit and remains in that unit, subsequent notifications do not need to be made when other females enter the unit.
Issue Problem noted by CIIC – Housing Units Additional Recommendation/Suggestion Two sinks were leaking, two toilets, three water fountains, and two washers were inoperable. Showers needed to be cleaned better. Four showers were inoperable. The concentration levels of cleaning chemicals were insufficient. Recommendations Noted by CIIC Ensure repairs are made to all inoperable toilets and sinks. Ensure that all housing showers are thoroughly cleaned. Ensure that all cleaning chemicals are prepared at the appropriate concentrations. Tasks Person Responsible 1. Staff to complete work orders on all maintenance issues and Maintenance 1. Maintenance Superintendent to complete all repairs. 2. Unit Managers 2. Properly clean showers on a regular basis. 3. Maintenance Superintendent 3. Install regulator on water line in chemical distribution area to better control 4. DWA and Maintenance water pressure to chemical dilution. Superintendent 4. Replacement of showers is a priority capital project for the next capital biennium.
Comments:
CIIC: Mansfield Correctional Institution 25
Issue Problem noted by CIIC – Medical Services Additional Recommendation/Suggestion The sanitation practices was observed to be effective, however, the cleaning schedule was unable to be located. Recommendations Noted by CIIC Ensure the medical department inmate porter has access to a cleaning schedule and it is up to date. Consider strategies to incorporate more pro-social activities in the infirmary. Evaluate the kite log system in the medical department to ensure kites are being answered and a system is in place to document when the response was sent.
Tasks Person Responsible 1. Update cleaning schedule and provide a copy to the inmate porter. 1. Assistant HCA 2. Consider activities for inmates temporarily housed in the infirmary. 2. HCA 3. Update the kite log. 3. Assistant HCA
Issue Problem noted by CIIC – Mental Health Services Additional Recommendation/Suggestion Concerns about sanitation of crisis cells in Segregation were addressed in Segregation section above. CIIC noted vacancies in the Mental Health Department. Recommendations Noted by CIIC Consider strategies to increase the number of evidenced based mental health programs offered. Consider developing strategies to increase camp inmates’ access to mental health services.
Tasks Person Responsible 1. Work with OSC to fill Mental Health vacant positions. 1. DWSS and Personnel Officer 2. When positions are filled, pursue new evidence based programming for 2. DWSS and Mental Health segregation, limited privilege housing units, general population on the main Administrator compound, and the camp.
Comments:
CIIC: Mansfield Correctional Institution 26
Issue Problem noted by CIIC – Food Service Additional Recommendation/Suggestion Some food particles noted under some dining tables and under the serving line during the lunch meal. Inmates complained about food portions and food quality. Some food items lacked seasoning. Recommendations Noted by CIIC Ensure all areas of the kitchen prep area are thoroughly cleaned. Ensure that an incentive program is developed and implement for inmate food service workers in the minimum camp. Ensure there are no serving delays by the food service operations. Tasks Person Responsible 1. Continue inspections of food service to improve sanitation. 1. DWA and S&H Officer 2. Continue to monitor serving of food portions and ADO’s to taste meals. 2. DWA and ADO’s 3. Study the reasons for the delays in meals and determine appropriate 3. DWA and DWO changes in food service and to the daily institutional schedule. Comments: An incentive program at the camp is not necessary – there are minimal operational problems and no issues in recruiting qualified and motivated inmates for food service at the camp.
Issue Problem noted by CIIC –Inmate Discipline Additional Recommendation/Suggestion
Recommendations Noted by CIIC Consider increasing the level of evidence attached to the RIB case record. Comments: Disagree with suggestion. OSC Legal Services reviews RIB cases for ManCI and will advise us if there is a need for additional evidence in particular cases.
CIIC: Mansfield Correctional Institution 27
Issue Problem noted by CIIC – Fiscal Accountability and Staff Management Additional Recommendation/Suggestion
Recommendations Noted by CIIC Develop and Implement additional cost savings strategies. Implement Roots for Success Program. Consider additional recruiting and retention initiatives to reduce the number of vacancies and the correctional officer turnover ratio. Develop strategies to address officers’ perception of favoritism and inconsistent communication by some supervisors. Ensure performance evaluations are completed on time. Tasks Person Responsible 1. Continue to seek ways to reduce costs, through overtime management, 1. DWA, DWO, DWSS, BA, and conservation and increased environmental sustainability, and investment Maintenance Superintendent in capital construction projects. 2. DWA and DWSS 2. Roots for Success will be facilitated through the recycling program, in 3. Personnel Officer conjunction with the Horticulture Career Tech Program. 4. Labor Relations Officer 3. Work with North Central State, OSU-Mansfield, Ashland University, and 5. Personnel Officer other local colleges for recruitment of correction officer applicants. 4. Continue supervisor training, with a focus on coaching and counseling of staff to improve performance. 5. Implement improved tracking of performance evaluations. Comments:
CIIC: Mansfield Correctional Institution 28
Issue Problem noted by CIIC – Inmate Grievance Procedure
Recommendations Noted by CIIC Consider tracking and analyzing the staff names that most frequently appear in inmate complaints (track in DOTS.) Consider developing strategies to improve inmates’ access to the grievance procedure, or at least improve their perception of it. Consider increasing the Inspector’s rounds through the compound and, particularly, at the camp. Consider adding a half or full position for an additional Inspector. Consider a review of the property grievances to identify opportunities to address and reduce the number. Continue to develop strategies to improve inmate/staff interactions. Tasks Person Responsible 1. Inspector of Institutional Services (IIS) to better track staff names most 1. IIS and Warden frequently appearing in inmate complaints and share with Warden. 2. IIS and Maintenance 2. Move IIS office to Library area. 3. IIS and Warden 3. Review IIS rounds and determine if more are needed or are feasible. 4. Warden and Regional Director 4. Consider requesting an Assistant IIS position to be added to the table of 5. IIS organization, consistent with other staffing priorities at the facility. 6. IIS 5. Continue to review property grievances, in conjunction with B2B’s involving vault and pack-up issues. 6. Continue to train on appropriate supervision and to coach staff who have poor IPC skills and escalate situations with inmates. Comments:
CIIC: Mansfield Correctional Institution 29
II. SAFETY AND SECURITY
CIIC EXPECTATION: Prisons will provide a safe and secure environment for all inmates.
A. VIOLENCE OUTCOME MEASURES
CIIC’s evaluation of violence focuses on the number and rate of disciplinary convictions for assaults, fights, and the number of homicides at the institution during a year in comparison to the previous year; the comparator prisons rate; and the DRC average. Overall, the CIIC inspection team rated violence outcome measures as ACCEPTABLE.
Assaults
During CY 2014, there were 73 reported inmate-on-inmate assaults.x Of the total 90.4 percent were physical assaults and 9.6 percent were both physical and sexual.xi Total inmate-on-inmate assaults in CY 2014 increased by 23.7 percent in comparison to CY 2013.11xii However, the numbers have decreased thus far in CY 2015 compared to the same time period in CY 2014.12 The institution reported 47 inmate-on-staff assaults during CY 2014.xiii Of the total, 40.4 percent were both physical and sexual, 38.3 percent were physical assaults, 14.9 percent were inappropriate physical contact, and 6.4 percent were sexual assaults.xiv Total inmate-on-staff assaults in CY 2014 decreased by 14.5 percent in comparison to CY 2013.13xv The rate of inmate disciplinary convictions for assaults decreased by 5.7 percent during CY 2014 in comparison to CY 2013.14xvi The rate of inmate disciplinary convictions for assaults for CY 2014 at MANCI was slightly less than comparator prisons, but more the DRC average.15xvii
Chart 1 Total Assaults CY 2012 – CY 2015 YTD 100 80 60 40 20
Assaults - Number of 2012 2013 2014 2015 YTD Inmate on Staff 58 55 47 29 Inmate on Inmate 91 59 73 33
11 During CY 2013, there were 59 inmate-on-inmate assaults. 12 There were 45 inmate-on-inmate assaults from January 2014 through July 2014. 13 During CY 2013, there were 55 inmate-on-staff assaults. 14 The rate of inmate disciplinary convictions for assaults in CY 2013 was 79.3 per 1,000 inmates. The rate in CY 2014 was 74.8. 15 The rate of inmate disciplinary convictions for assaults in CY 2014 was 74.8 per 1,000 inmates. The rate of the comparator prisons was 82.2 and the DRC average rate was 56.9. CIIC: Mansfield Correctional Institution 30
Fights
Fights16 are documented via RIB convictions for rule 19 (fight) violations. The rate17 of rule 19 convictions for CY 2014 increased 4.0 percent compared to CY 2013.18xviii The rate of rule 19 convictions for CY 2014 at MANCI was significantly less than comparator prisons, but more than the DRC average.19xix
The following provides a comparison of the rate of documented rule 19 violations per 1,000 inmates across the DRC.
Chart 2 Rule 19 Violation (Fights) Rates20 CY 2014
350 300 250 200 162.0 150 100 50
0
TCI
PCI
CCI NCI RCI DCI
MCI
WCI
RICI
SCC
OSP
LeCI CRC FMC
GCC LoCI ToCI
BeCI
MaCI
ORW
AOCI
LorCI
SOCF
NERC
NCCC ManCI LAECI Level Level Level Reception Medical/ 1/2 3 4/5 Female
Homicides
There have been zero homicides during the past two years (2013 to date).
16 The total number of RIB convictions for rule 19 violations does not correlate to a total number of fights. For example, seven inmates might have been involved in one fight – all seven inmates would have been found guilty by the RIB for a rule 19 violation and would therefore be included in the total number. 17 The rate was obtained by dividing the total number of rule 19 violations for the year by the average monthly institutional population for that same time period. 18 In CY 2013, the facility reported 389 (155.8 per 1,000 inmates) rule 19 convictions; during CY 2014, the facility reported 416 (162.0 per 1,000 inmates) rule 19 violations. 19 The rate for the comparator prisons was 227.0 per 1,000 inmates and the DRC average was 146.1. 20 Rate is per 1,000 inmates. CIIC: Mansfield Correctional Institution 31
B. DISTURBANCES21
CIIC’s evaluation of disturbances focuses on the number of disturbances at the institution during a year in comparison to the previous year, the comparator prisons rate, and the DRC average. Overall, the CIIC inspection team rated disturbances as ACCEPTABLE.
In FY 2014, MANCI reported 18 disturbances. The rate of disturbances decreased in comparison to FY 2013, in which 23 disturbances were reported.22xx The rate of disturbances in FY 2014 was slightly more than the comparator prisons and significantly more than the DRC average.23xxi
The following provides a comparison of the rate of disturbances across the DRC per 1,000 inmates.
Chart 3 Rate of Disturbances by Institution FY 2014
14 12 10 8 7.2 6 4 2
0
TCI
PCI
CCI NCI RCI DCI
MCI
WCI
RICI
SCC OSP
LeCI CRC FMC
LoCI GCC ToCI
BeCI
MaCI
ORW
AOCI
LorCI
SOCF
NERC
NCCC ManCI LAECI Level Level Level Reception Medical/ 1/2 3 4/5 Female
C. USE OF FORCE
CIIC’s evaluation of use of force focuses on the number of uses of force at the institution during a year in comparison to the previous year, the comparator prisons rate, and the DRC average. A further evaluation is conducted by reviewing a random
21 Disturbances are defined as any event caused by four or more inmates that disrupts the routine and orderly operation of the prison. 22 The rate of disturbances at the institution in FY 2013 was 9.2. During FY 2014, the rate was 7.2 per 1,000 inmates. 23 The rate of disturbances for the comparator prisons was 6.7 and the average for DRC system-wide was 3.2. CIIC: Mansfield Correctional Institution 32 sample of completed use of force reports.24 Overall, the CIIC inspection team rated use of force as IN NEED OF IMPROVEMENT, due to questions regarding the application of force.
Incident Caseload
During CY 2014, the facility reported 464 use of force25 incidents.xxii Compared to CY 2013, in which 454 uses of force were reported, total uses of forces slightly increased by 2.2 percent. However, the rate of use of force incidents slightly decreased by 0.6 percent.26 The use of force rate for CY 2014 was more among comparator prisons and significantly more than the DRC average.27xxiii During CY 2014, chemical agents (mace) were used 288 times.xxiv This is 7.4 percent less than were used in CY 2013, in which chemical agents were used 311 times.xxv
Procedural Accountability
Video documentation was available for 13 incidents. Staff appropriately referred incidents to a use of force committee for investigation when necessary. Officer statements reviewed were generally thorough and clearly stated directives given prior to force. Inmates were generally seen within an hour following the use of force incident.28 Only a few minor documentation errors were present.29 The majority of inmates refused to provide a statement regarding the use of force incident. However, with few exceptions, the refused statements included two staff signatures on the document or a supervisor’s signature. During the review of a planned use of force incident, there was no video identification of all members involved in the incident. In addition, the camera cut out prior to the conclusion of the escort to medical.
24 CIIC’s review of use of force includes a sample of 20 randomly selected use of force reports as well as any available video. 25 Further information regarding use of force incidents can be found in the Glossary. 26 The rate of use of force incidents in CY 2013 was 181.8 per 1,000 inmates. During CY 2014, the rate was 180.7. 27 The use of force rate at MANCI in CY 2014 was 180.7 per 1,000 inmates; the comparator prisons rate was 163.9 per 1,000 inmates. The DRC average was 82.3. 28 There were a few incidents were the staff member was not evaluated within an hour after the incident. 29 Documentation errors included missing times on inmate and officer DRC 5251 (medical) forms as well blanks on cover sheets. CIIC: Mansfield Correctional Institution 33
Application of Force
One incident was deemed to be unjustified by a use of force committee.30 Two incidents likely could have been planned or a supervisor called prior to force31 and one incident could have been avoided.32 Documented injuries appeared to be consistent with appropriate level of force. During CY 2014, 71.4 percent of use of force incidents involved black inmates, 26.7 percent involved white inmates, and 1.9 percent involved inmates of another race.xxvi In comparison to the racial breakdown of the institution there was a slightly higher percentage of use of force on black inmates.33 Staff relayed that the above statistics do not take into account the racial breakdown between the compound and the camp: according to staff, nearly all use of force incidents occurred on the Level 3 main compound, where 65 percent of the inmate population is black. Open-ended survey responses did not relay concerns regarding use of force. Only one inmate in the vulnerable population focus groups reported being involved in a use of force at MANCI. However, most inmates said uses of force are excessive and officers always react by spraying inmate or taking them to the ground.34
D. CONTROL OF ILLEGAL SUBSTANCES
CIIC’s evaluation of control of illegal substances focuses on the percent of inmates who tested positive of an illegal substance at the institution during a year in comparison to the previous year, the comparator prisons rate, and the DRC average. Overall, the CIIC inspection team rated control of illegal substances as IN NEED OF IMPROVEMENT.
During CY 2014, 7.9 percent of the inmates tested positive for the presence of an illegal substance,35,36xxvii which significantly increased in comparison to CY 2013.37xxviii
30 The incident involved an inmate who handed what was later determined to be a piece of paper to another inmate. 31 One incident involved an officer who utilized OC on an inmate in a cell without a visual of the inmate. The other incident involved OC on inmates who blocked the cuff port. 32 The incident involved a staff member who violated a security protocol in segregation and allowed two inmates on the range during a shakedown. 33 As of August 3, 2015, 59.1 percent was classified as black; 37.9 percent of the total institutional population was classified as white and 3.0 percent as inmates of another race. 34 Inmates also reported that staff spray “too quick,” will empty their entire can, and will spray inmates who are complying and on the ground. An inmate reported hearing a staff say, “I can’t wait for something to happen,” and that once a UOF starts it becomes a “feeding frenzy and everyone wants to join in.” An inmate said he was taken down by staff for a shouting match with his cellie and that staff did not use any verbal strategies. An inmate observed five staff members “dragging an inmate by the cuffs to segregation.” 35 Each DRC institution conducts monthly urinalysis tests of a random sample of its population. The urinalysis tests for the presence of a broad range of substances. The institution randomly tested 1,813 inmates of which 144 tested positive. CIIC: Mansfield Correctional Institution 34
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.38xxix During CY 2014, the institution drug tested 130 inmates for programs39,40 and 381 for cause.41,42 In response to CIIC’s survey question pertaining to prohibited substances, the top substances that inmates reported as being available were tobacco (88), marijuana (85), and alcohol/hooch (84).43 Results at the camp indicated the top substances as tobacco (25), alcohol/hooch (24), and Suboxone® (20).44 (Please refer to the DRC Inmate Survey results in the Appendix for more information.) Positively, MANCI is partnering with outside law enforcement agencies to share intelligence and develop strategies to deter contraband from entering the facility.
E. INMATE PERCEPTION OF SAFETY
CIIC’s evaluation of inmate perception of safety focuses on three areas: survey responses, focus group participants, and the number of refusal to lock for personal safety reasons. Overall, the CIIC inspection team rated inmate perception of safety as ACCEPTABLE.
54.0 percent of survey respondents (n=324) on the main compound and 89.5 percent (n=86) at the camp reported they are very safe, safe, or neutral (in terms of safety). This was higher in comparison to the 2014 follow-up inspection.45 Several open-ended survey responses relayed concerns regarding personal safety as well as gang activity at the facility. Most inmates in the vulnerable population focus groups reported that gang activity is a problem at MANCI. However, the inmates did said that they mostly get along with other inmates and that they stick with their own crowd and stay in their cell and to themselves.46
36 102 inmates tested positive for THC (marijuana), 36 tested positive for buprenorphine (Suboxone®), five tested positive for opiates, and one tested positive for PCP. DRC started testing for buprenorphine in June 2014. 37 In CY 2013, 4.2 percent of inmates tested positive for the presence of an illegal substance. 38 The average percent of positive drug test results during CY 2014 for the comparator prisons was 4.3 percent. The DRC average was 3.8 percent. 39 Per DRC policy 70-RCV-03, program drug testing includes inmates who are tested as part of recovery service treatment programs; inmates who leave the secure perimeter as part of a job responsibility; prior to parole board hearings and after hearings for inmates approved for release; inmates under medication treatment for Hepatitis C; or as indicated by the Managing Officer or designee. 40 Four inmates tested positive during program drug screenings in CY 2014. 41 Per DRC policy 70-RCV-03, for cause testing includes inmates who are tested when there is a reasonable suspicion of drug use. 42 111 (29.1 percent) inmates tested positive during for cause drug screenings in CY 2014. 43 118 inmates refused to answer and 83 inmates indicated that prohibited substances are not available. 44 32 inmates refused to answer and 25 inmates indicated that prohibited substances are not available. 45 50.2 percent (n=229) reported they were very safe, safe, or neutral (in terms of safety) during the 2014 follow-up inspection. 46 A few inmates said they have to “be careful” and there’s “always some opportunist.” The LGBTI inmates said they have to “refuse to lock or life flight out.” The LGBTI group also reported inmates spitting on them, beating them up, having urine thrown, and urinating under their cell doors. They also CIIC: Mansfield Correctional Institution 35
The institution had 19 inmates in segregation for refusal to lock and 16 inmates under PC investigation or approved PC placement on the day of the inspection.
F. UNIT SECURITY MANAGEMENT
CIIC’s evaluation of unit security management focuses on policy compliance for officer rounds, documented shakedowns, cell/bunk security, and security classification/ privilege level reviews. Overall, the CIIC inspection team rated unit security management as ACCEPTABLE.
Officer Rounds
Officers consistently documented rounds in the requisite 30 minute, staggered intervals with a few exceptions.47
Cell/Bunk Searches (Shakedowns)
Housing unit officers are required to search inmates’ bunks/cells for contraband, including illegal drugs and weapons. Officers were inconsistent for the documentation of required shakedowns. In addition, post orders are only requiring one shakedown per shift, which is lower than the other DRC facilities.
Cell/Bunk Security Check
During the inspection, CIIC staff check a random selection of cells in each unit for common cell security issues such as obstruction of windows, material in locks and cuff ports, inappropriate pictures, clotheslines, and graffiti. CIIC’s review of cells indicated concerns with towels on the floor and inmates covering their cell wall window. The atmosphere in the housing units appeared to be calm.
Security Classification
Unit staff are required to conduct reviews of inmates’ security classification as well as privilege level to ensure proper institutional placement. There were two overdue security classification reviews that were unaccounted for on the day of the inspection, which is very low.
said inmates won’t accept LGBTI inmates as their cellies. A few of the LGBTI inmates reported being hit with a lock in a sock and that it was motivated by their sexual orientation. The LGBTI inmates said they feel most at risk in the rec yard and the corner rooms in the pods where COs can’t see. 47 Housing unit officers are required to conduct security check rounds at least every 30 minutes at staggered intervals. CIIC: Mansfield Correctional Institution 36
G. INSTITUTIONAL SECURITY MANAGEMENT
CIIC’s evaluation of security management focuses on: executive staff rounds, critical incident management, STG management, and escapes. Overall, the CIIC inspection team rated institutional security management as ACCEPTABLE.
Executive Staff Rounds
Executive staff members48 are inconsistently making the required rounds in housing units based on a review of employee sign-in logs.49
Violent Incident Management
A discussion was held with executive staff regarding violent incident tracking. Staff demonstrated they track incidents by type, location, and time. The majority of correctional officers50 believe they are adequately informed of incidents between shifts.xxx Further, most officers receive their information during roll call. However, some officers relayed that roll call consists of staff simply taking attendance and sufficient information regarding is not provided. Some officers relayed that if a critical incident occurred, it would most likely occur during recreation or in the dining hall because there are multiple housing dorms that occupy those areas at one time.xxxi Most officers relayed that if a violent incident would occur, it would also most likely occur in a housing unit. Some staff also stated that recreation and the dining hall are also areas that incidents could occur.xxxii
STG Management
As of January 2, 2015, there were 721 STG-affiliated inmates,51 which was 27.7 percent of the institutional population.xxxiii The number of STG-affiliated inmates was more in comparison to the number in January 2014.52 The institutional percentage of STG-affiliated inmates was less than comparator prisons, but more than the DRC average.53xxxiv
48 In reference to rounds, executive staff includes the Warden, the Deputy Wardens, the Inspector, and the Unit Management Chief. The Warden and Deputy Wardens are required to conduct rounds per DRC policy 50-PAM-02 (once per week). Visibility of leadership is important in the correctional environment. It indicates they are aware of the conditions within their facility, and it also serves to boost the morale of staff and inmates. 49 CIIC’s review of the employee sign-in logs generally covers the one month period prior to the date of the inspection. 50 Results are based on individual interviews (n=15) and survey responses from Mansfield Correctional Institution officers (n=133). The large majority of correctional officers survey responses (50.0 percent) believe they are adequately informed when they come on shift. 51 505 were listed as passive, 147 were listed as active, and 69 were disruptive. 52 The institution had an STG population of 608 as of January 2, 2014. 53 The percentage of STG-affiliated inmates for the comparator prisons was 34.1 and the DRC average was 16.7. CIIC: Mansfield Correctional Institution 37
The number of rule 17 (unauthorized group activity) convictions54 appears to be somewhat in line with their STG population.55xxxv In response to CIIC’s survey question pertaining to the type of gang activity at the institution, the top activities that inmates reported as occurring were assaults (148), theft (135), and extortion (134).56 The majority of inmates at the camp indicated that gang activity is not frequent at the institution.57 Please refer to the DRC Inmate Survey results in the Appendix for more information. A review of the past six months’ of STG committee meetings indicates that meetings were held and included the staff members who are required to attend per policy, with a few exceptions. There were zero overdue security threat group classification reviews, which is exceptional.
Escapes
There has been one escape during the past two years (2013 to date).58
H. PRISON RAPE ELIMINATION ACT (PREA)
CIIC’s evaluation of the institution’s compliance with the Prison Rape Elimination Act (PREA) focuses on a review of the most recent PREA audit report, education and awareness of reporting, the number of reported sexual assaults, and inmate responses. Overall, the CIIC inspection team rated PREA compliance as GOOD.
PREA Management
The facility met all standards on their most recent PREA audit.59xxxvi 98.5 percent of staff enrolled in PREA training completed the mandated training.60 An additional 100 percent of staff completed the PREA medical and mental health mandate.61 There were no concerns noted by the classified victims or potential victims.62 A review of PREA risk assessments indicated staff are complying with PREA standards.63
54 RIB convictions for rule 17 (unauthorized group activity) violations do not capture total gang activity in an institution, as gang activity likely occurs that is not captured by staff supervision and/or documented via a conduct report and RIB conviction. 55 In CY 2014 the facility reported a rate of 52.6 (135) rule 17 violations. The comparator prisons rate was 44.3 and the DRC average was 24.5. 56 102 inmates refused to answer and 39 indicated that gang activity is not frequent at this institution. 57 19 inmates refused to answer and 45 indicated that gang activity is not frequent at this institution. 58 The escape occurred in July 2013 when an inmate gained access to ladders which were used to scale the perimeter fences. The inmate was captured the following day. 59 The audit was conducted April 27-May 1, 2015. The facility exceeded six standards and met 34 standards. Three standards were not-applicable. 60 592 of 601 staff completed the PREA training. The four staff that did not complete the training were due to disability or military leave. 61 41 of 41 staff completed the medical and mental health mandate. 62 During the inspection CIIC staff spoke to one of the two victims and nine of the 15 potential victims. CIIC: Mansfield Correctional Institution 38
Negatively, staff did not always make an announcement or utilize the notification system when a female was entering the housing unit.
Inmate Education and Awareness
PREA posters, with information for inmates on reporting of sexual assaults, were posted in all the housing units. A slightly higher percentage of inmate survey respondents indicated they knew how to report sexual contact in comparison to the DRC average.64 All inmates in the vulnerable population focus groups relayed that they had received information regarding PREA and how to report concerns/incidents.
Investigations/Allegations
Staff reported 19 PREA cases in CY 2014, of which six were allegations against a staff member and 13 were allegations against another inmate. Of the 19 cases, 15 were unsubstantiated and four were unfounded, and zero were substantiated. Eleven inmate survey respondents reported that they had sexual contact with a staff member at the facility. Nine inmates reported they experienced sexual abuse from a staff member. Inmate survey responses65 indicated that 10 inmates have had sexual contact with another inmate at the institution. 15 inmates reported sexual abuse from another inmate at the institution.
63 CIIC’s review of PREA risk assessments includes a sample of 20 randomly selected completed assessments The review indicated staff are completing assessments in a timely manner and making appropriate accommodations based on relevant evidence. 64 73.4 percent (n=399) indicated they knew how to report sexual contact with staff and 78.5 percent (n=391) knew how to report sexual contact with another inmate. The inmate survey respondent average for 2014 inspections was 67.3 percent (n=3,872) knowledge of how to report sexual contact with staff and 75.6 (n=3,893) knowledge of how to report sexual contact with another inmate. 65 Survey responses generally indicated that inmate-on-inmate sexual contact occurs in the cells. CIIC: Mansfield Correctional Institution 39
SAFETY AND SECURITY RECOMMENDATIONS
Consider additional strategies to reduce inmate violence including assaults and disturbances.
Ensure that medical staff are documenting evaluation times on anatomicals. Ensure proper policy is followed during planned use of force incidents.
Conduct additional training on threat assessments and remind officers to contact a supervisor prior to force if there is no imminent threat of personal safety or institutional security.
Develop additional strategies to address the increase of inmates testing positive for illegal substances.
Consider increasing the number of cell shakedowns.
Ensure that executive staff conduct weekly rounds through housing units, in line with DRC policy.
Ensure that females are announced when they enter a housing unit.
CIIC: Mansfield Correctional Institution 40
III. HEALTH AND WELLBEING
CIIC EXPECTATION: Prisons will provide sanitary conditions and access to adequate healthcare and wellness programming.
A. UNIT CONDITIONS
CIIC’s evaluation of unit conditions consists of direct observation of unit conditions. Based on its observation, CIIC rated unit conditions as ACCEPTABLE.
The housing units at MANCI consisted of 18 celled, two-tier housing units (1A- 1D, 2A-2D, 3A-3D, 4A-4D, and 5A-5B). There were 14 general population units, two limited privilege housing units, one faith-based unit, and one unit designated for orientation inmates and inmates who refused to lock. There is one segregation unit. (Additional information regarding the segregation unit is discussed in the Fair Treatment section of the report.) Each housing unit consists of a common area located in the center which contained dayroom tables, two drinking fountains, two microwaves, and an ice machine. Each of the units’ dayrooms appeared to be clean and were rated good.66 All of the ice machines, and microwaves were operational. However, the facility had three drinking fountains and two washers that were inoperable on the day of the inspection.67 The cell conditions were rated as acceptable or good on all units. The acceptable ratings were based on cells that appeared to be clean but cluttered and unkempt. Every cell is equipped with a toilet and a sink. On the day of the inspection, two toilets was inoperable.68 Two sinks in one unit leaked but were operational.69 Additionally, survey respondents generally reported high satisfaction regarding the cleanliness of their unit.70 The shower conditions of most units were rated only as acceptable due to black spots, peeling paint on the shower walls, and soap scum. Two of the showers were rated as in need of improvement because of water stains and broken tiles. Additionally, CIIC observed four inoperable showers on the day of the inspection.71 Cleaning materials in all units were observed to be stocked with the correct number of bottles. However, CIIC relayed concern that the concentration levels of some supplies were insufficient.
66 Two of the housing units only had one microwave. 67 One washer in 1C housing unit had been inoperable for more than a month and one washer in 3D housing unit was inoperable. The inoperable drinking fountains were located in the following housing units: 2B, 5A and 5B. 68 Housing units 2C and 4C each had one cell with an inoperable toilet. 69 Housing unit 3C had two cells with sinks that leaked. 70 Of the main compound inmates, 68.8 percent of the survey respondents (n=330) reported that their unit is usually clean or very clean. 71 There were two showers in 4A and one shower each in housing units 1B and 3C. CIIC: Mansfield Correctional Institution 41
First aid boxes were documented to be secure in every unit. Fire extinguishers were present and secured.
In addition to inspecting the housing units on the main compound, CIIC also evaluated the minimum camp.
The housing units at minimum camp consisted of two open-dormitory housing units (Camp A and B). Similar to the main compound, each of the minimum camp housing units consisted of a common area located in the center which contained dayroom tables, two drinking fountains, two microwaves, and an ice machine. Each of the dayrooms were considered clean and rated as good. Most of the drinking fountains, ice machines, and microwaves were operational. However, the facility had three drinking fountains and two washers that were inoperable on the day of the inspection. The inmate bunk areas were rated as good on each unit. Although CIIC observed some clutter and a limited amount of space for inmate belongings, the bunk areas were mostly clean and in good condition. Each unit bathroom consists of 15 sinks, 14 showers, eight toilets, and eight urinals. On the day of the inspection, two urinals and one toilet were inoperable. Additionally, most minimum camp survey respondents reported very low satisfaction regarding the cleanliness of their unit.72 The shower conditions were rated as in need of improvement due to soap scum and trash that was observed in the Camp B showers. Additionally, one side of showers in Camp A is not used because the window is uncovered and does not allow privacy to inmates. Cleaning materials in Camp A were observed to be stocked with the correct number of bottles. However, CIIC observed one missing bottle from the Camp B chemical box.
B. MEDICAL SERVICES
CIIC’s inspection of medical services in a correctional facility focuses on cleanliness of facilities, staffing, access and quality of medical services, in addition to crisis management. The inspection includes information collected from interviewing the health care administrator, observations of the facilities, and a focus group comprised of staff, and two focus groups of inmates.73 CIIC does not conduct a review of medical files. Overall, the CIIC inspection team rated medical services as GOOD.
72 Of reception inmates, only 36.4 percent of the survey respondents (n=88), reported that their unit is usually clean or very clean. 73 Two focus groups were conducted of general population inmates. One focus group consisted of inmates on the chronic care caseload, the other focus group consisted of inmates that are not on the chronic care caseload. CIIC: Mansfield Correctional Institution 42
Facilities
The medical facilities were observed to be good condition.74,75 The facility appears to have sufficient space for staff to conduct clinical duties.76 The sanitation practices was observed to be effective, however; the cleaning schedule was unable to be located.77
Staffing
The facility appears to have a sufficient number of medical staff to ensure inmates’ request for services are responded to in a timely manner.78 Staffing levels have remained the same since the 2014 follow-up inspection.79 The facility has had consistent advanced level providers over the past year. There were no vacancies at the time of the inspection. Inmate focus groups relayed positive feelings about the medical staff noting that staff are “respectful” and “courteous”.
Access to Medical Services80
Staff reported no backlog for Nurse Sick Call, Doctor Sick Call or Chronic Care Clinic, which is exceptional. Additionally, staff relayed they are currently three weeks ahead of schedule chronic care appointments. Health Service Request forms were available in all but three housing units.81 The medical department received 107 informal complaints in the past six months, which is high.82 However, responses to complaints seemed appropriate.83
74 Medical facilities consisted of four offices, one nurses’ station, five exam rooms, fourteen infirmary beds, one medication room, one lab area, two crisis cells, one records area, a waiting room and one bathroom for inmates and three for staff. 75 The facilities were noted to be clean and orderly. 76 On the day of the inspection, IT staff were preparing the medical department for electronic health records. 77 Staff and inmates had access to soap in bathrooms and porter was observed cleaning. However, the porter reported he did not follow a written cleaning schedule. 78 Staff relayed that total medical staff consists of one FTE medical doctor, two nurse practitioners, sixteen registered nurses, six licensed practical nurses, one dentist, one healthcare administrator and one assistance healthcare administrator, and one quality improvement coordinator. Additionally, contract staff includes: two FTE dental assistants and one part-time, one hygienist, two FTE health information technicians and one part-time, one radiologist, a podiatrist and optometrist that provide 16 hours of coverage per month, a part-time dietary technician and a phlebotomist. 79 In 2014 MANCI added one FTE licensed practical nurse position to their Table of Organization. 80 Access to medical services is evaluated based on several factors: (1) time period between inmate submission of a health service request form and appointment with medical staff; (2) time period between referral to the doctor and appointment with the doctor; (3) response times to kites and informal complaint forms; and (4) current backlogs for Nurse Health Call, Doctor Health Call, and Chronic Care Clinic. 81 The housing units that did not have HSRs were 5B, 4C and 1D. 82 Of other Level 3 institutions inspected in 2015, MANCI reported the highest number of informal complaints in the past six months. LECI reported 56, TCI reported 53, WCI reported 49 and CRC reported 62 informal complaints related to medical. CIIC: Mansfield Correctional Institution 43
Inmate survey participants reported moderately high satisfaction with the quality of care provided by the nurses and doctors while inmates reported high satisfaction with quality of care the dentist provides.84 Inmate focus groups relayed that Nurse Sick Call is “pretty speedy,” but relayed that the quality of care was not very good in their opinions. Negatively, several concerns over the care for diabetics were noted.85 Negatively, the kite log did not document that the kites were answered.
Quality
A full internal management audit was conducted on March 3-5, 2015. The auditors relayed no concerns related to medical services. The percentage of inmates who were documented as AMA for Chronic Care appointments in the past six months was calculated to be 5.5 percent, which is high in comparison to other institutions. Staff relayed that inmates’ treatment plans are not changed without a doctor present. Staff relayed that they participate in quarterly interdisciplinary meetings, which is in compliance with DRC policy. Staff relayed that patient satisfaction meetings occur quarterly, which is in compliance with DRC policy. There were five inmate deaths in the time period reported to CIIC.86,87 Negatively, individuals housed in the infirmary had little access to pro-social activities.88
Crisis Management
In the past six months, there were 175 on-site emergency notifications and 87 off-site emergency visits. Staff relayed that the response time to emergencies is less than four minutes, which is within policy.89
83 Staff relayed the majority of informal complaints are related to the discontinuation of pain medication and the responses reviewed were very appropriate. 84 Of survey respondents on the main compound at MANCI, 79.4 percent (n=311) reported that they are very satisfied, satisfied, or neutral with the quality of care provided by nurses; 70.4 percent (n=301) reported they are very satisfied, satisfied or neutral with the care provided by the doctor; and 80.8 percent (n=286) reported that they are very satisfied, satisfied or neutral with their dental care. Of the survey respondents at the camp, 79.2 percent (n=77) reported that they are very satisfied, satisfied, or neutral with the quality of provided by nurses; 78.9 percent (n=71) reported they are very satisfied, satisfied, or neutral with the quality of care provided by the doctors; and 80.7 percent (n=57) reported that they are very satisfied, satisfied or neutral with quality of care provided by the dentists 85 Inmates relayed that they are not always able to eat right away after receiving insulin. Additionally, focus group participants relayed the evening snack is unappetizing and insufficient for diabetic needs. 86 The period of time evaluated by CIIC was from January 2013 to present. 87 Of the five deaths, one was expected, one was unexpected and three were suicides. The expected deaths, was due to cancer and the unexpected death was due to cardiac arrest. 88 Staff relayed that some inmates have refused to come to the infirmary for needed observation due to the fact that there is nothing for them to do in the infirmary. CIIC: Mansfield Correctional Institution 44
Inmate focus groups were quick to relay how well nurses respond to emergencies. Similarly, during the staff focus group, staff noted that responding to emergencies is something the feel they do well. Additionally, it was relayed that medical staff have responded to a number of overdoses in the past few months and were able to save the inmates’ lives.
Further information regarding medical services can be found in the inspection checklist in the Appendix.
C. MENTAL HEALTH SERVICES
CIIC’s inspection of mental health services in a correctional facility focuses on cleanliness of facilities, staffing, access to mental health staff, programming, crisis prevention and critical incident data in addition to quality of services. Overall, the CIIC inspection team rated mental health services as ACCEPTABLE.
Caseload
There were 419 inmates on the mental health caseload, or 15.6 percent of the total inmate population. Of the total, 136 inmates were classified as seriously mentally ill (SMI).
Facilities
The mental health facilities were noted to be clean, orderly and in good condition with sufficient space for programming.90 There are ten crisis cells, two located in the infirmary and eight located in segregation. The crisis cells in segregation were noted to be in poor condition with limited to fair visibility. One cell had smeared feces on the wall, many had gang graffiti and toilet paper hanging from the walls. Additionally, several cells did not have clear cuff ports, which decreases visibility for the officer conducting the watch.
Staffing
Staffing levels on the Table of Organization appear to be sufficient to the number of individuals on the caseload; however, the number of vacancies is concerning.91
89 DRC policy 68-MED-20 requires medical staff to respond to health related emergencies within a four- minute response timeframe. 90 The facilities consist of nine offices, two conference rooms, four classrooms and one records area. The offices are spread out but staff relayed that space is not a concern. 91 Staffing consists of three psychologists, one of which serves as the Mental Health Manager, one nurse practitioner, two registered nurses, three psychologist assistants, three licensed social worker, one independently licensed social worker and one health information technicians. The advanced level provider currently consists of two part-time positions. One provides coverage two days via tele-med. The other is currently under a three month contract and provides services the other three days a week. CIIC: Mansfield Correctional Institution 45
There were six vacancies at the time of the inspection.92 Additionally, staff relayed they have had trouble getting qualified applicants to fill the vacancies.
Access to Mental Health93
A moderately low percentage of survey respondents reported adequate access to mental health services and programs; however, survey respondents at the camp reported very low satisfaction with access to mental health services. 94 Staff reported that it takes no longer than 14 days for an initial psychiatry appointment, which is within policy.95 Mental health referrals are responded to within two weeks, which is within policy. Staff relayed that mental health requests are responded to within one to two weeks. Additionally, there was currently a large backlog of mental health requests.96 Per policy, mental health staff makes weekly rounds in segregation. Staff reported they have an open door policy but due to the limited movement of the institution inmates are unable to drop-in. However, staff relayed they are always available in crisis situations.97
Crisis Prevention
Staff relayed that communication between other departments has improved in the past two years. Staff routinely receives suicide training and participates in restraint drills. Staff relayed that the mental health caseload is updated weekly and available electronically for staff to access. Seven inmates are reportedly on mandated medications.98 Seven inmates have reportedly been transferred to a Residential Treatment Unit (RTU) during the past year.99 Staff reported that they participate in quarterly interdisciplinary meetings with medical, recovery services and security staff, which is within policy.
92 The vacancies included one behavioral healthcare provider 1 position, two behavioral health provider 2 positions, one FTE psychiatrist, and two mental health advanced practical nurses. 93 Access to mental health staff is evaluated based on several factors: (1) time period between inmate submission of a mental health service request form and appointment with mental health staff; (2) time period between referral and appointment with the psychologist or psychiatrist; (3) response times to kites and informal complaint forms; and (4) current backlogs. 94 Of survey respondents at MANCI, 63.4 percent (n=172) feel that they have adequate access to mental health services and 33.3 percent (n=27) of inmates at the camp feel that they have adequate access to mental health services. 95 DRC policy 67-MHN-02 requires a detailed mental health screening to be completed on all inmates within 14 days of arrival to any institution. 96 The MHA relayed that due to staffing levels, staff have been offered overtime to address the backlog of mental health requests. 97 It was relayed that inmates need a pass to go to the mental health department. 98 Staff relayed the prescribed medicines varied but included Haldol and Prolixin. 99 Staff relayed that the average wait time was around three days and at most one week. CIIC: Mansfield Correctional Institution 46
Negatively, staff relayed that due to current staffing levels, staff is “more reactive than proactive.”
Programming
MANCI offers an acceptable range of mental health programming for inmates. At the time of the inspection, zero evidence-based mental health groups were facilitated by staff, and seven psycho-education groups.100 Additionally, staff relayed that group programming is focused on SMI individuals. In the past 90 days, 100 percent of treatment programs scheduled have reportedly been conducted.101 In the past 90 days, an average of 135 inmates participated in mental health programming, which is average.102 Staff provides in-cell psychoeducational programming to inmates in segregation. Staff relayed that they hope to start group programming in segregation soon.
Program Observation
CIIC staff did not formally observe a program. However, CIIC staff did talk to individuals who participate in mental health programs at MANCI and overall individuals were satisfied with mental health programming. Additionally, CIIC staff observed mental health staff talking to an individual about an informal complaint resolution and deemed the clinical skills of the practitioner exceptional, in the brief interaction.
Critical Incidents
There have been three suicides reported at the institution in the time period evaluated by CIIC.103 Additionally in the past year, there were ten suicide attempts.104 There were also 20 incidents of self-injurious behavior during the past year, which is high. However, staff relayed many of these were minor SIB incidents. Staff reported there were 273 instances of inmates placed on constant or close watch and 169 instances of inmates placed on mental health observation, in the past year. Restraints were reportedly not used within the past year.
100 The psychoeducational groups included: Depression Education, Faithful Fathers, Aging and Engaging, PTSD group/dog program, Stress Management, Medication Compliance, Real Men. 101 81 out of the 81 scheduled groups were held. 102 MANCI reported a total of 405 inmates participated in programming in the past 90 days. 103 The time period evaluated by CIIC is January 2013 to present. 104 Seven of the ten suicide attempts occurred since April. The most common method was attempted hanging. CIIC: Mansfield Correctional Institution 47
Quality
A full internal management audit was conducted in March 3-5, 2015. The auditors relayed no concerns related to mental health services. Staff relayed a total of seven informal complaints were received in the past six months, which is in line with comparator prisons.105,106 A moderately high percentage reported satisfaction with the quality of services and programs.107
Further information regarding mental health services can be found in the inspection checklist in the Appendix.
D. RECOVERY SERVICES
CIIC’s evaluation of recovery services in a correctional environment focuses on cleanliness of facilities, staffing, participation and outreach of inmates, access and quality (as determined by DRC staff). Overall, the CIIC inspection team rated recovery services as GOOD.
Facilities
The recovery service facilities were noted to be clean and organized. The facility appears to have sufficient space for staff to conduct clinical duties. 108 MANCI does not have a designated recovery services housing unit.
Staffing
Staffing levels appear sufficient to provide adequate recovery service programming.109 There were no staff vacancies at the time of the inspection.110 At the time of the inspection zero inmate graduates were used as program aides due to recent transfers to other institutions. MANCI has 12 community volunteers that facilitate AA/NA programming and are at the facility on a weekly basis.
105 Responses to informal complaints were deemed appropriate. 106 Of other Level 3 institutions inspected in 2015, seven informal complaints is average. 107 78.5 percent (n=209) of inmates reported that are very satisfied, satisfied, or neutral with the quality of mental health services and 82.4 percent (n=34) of survey respondents at the camp are satisfied with the quality of mental health services. 108 The facilities consist of seven offices, four classrooms and one secured records room. The space is spread throughout the institution. 109 Staff consists of five counselors at MANCI and the Regional Recovery Service Administrator who is currently acting as the administrator. 110 Each of the counselors have been at MANCI for over a year. CIIC: Mansfield Correctional Institution 48
Participation and Outreach111
MANCI reported 41 inmates112 are currently participating in recovery service programming,113 which is an increase since the last cohort of programming. Uniquely, MANCI facilitates a co-occurring disorder treatment cohort for individuals on the mental health caseload that also have a substance use disorder. Additionally, staff has created a separate waitlist for these individuals. A good number of inmates participate in Alcoholics Anonymous and Narcotics Anonymous. 114 At the time of the inspection MANCI did not offer any additional programming intended to improve the wellbeing of inmates.115 Staff relayed they reach out to individuals in segregation who have been found guilty of Rule 39 and provide The Big Book, if interested. Additionally, staff relayed they have been incorporated in discussions regarding management of Rule 39 with security and administration.
Access
The inmates who are in chronic need of recovery services are reportedly prioritized for programming. Survey participants reported relatively low satisfaction with access to recovery services.116,117 90.8 percent of scheduled recovery service programming in the last 90 days were held, which is low.118 Staff relayed interdisciplinary meetings occur quarterly, which is within policy. MANCI reported 274 inmates119 are currently on the waitlist for treatment programming, which is comparable to similar prisons.
111 Each inmate is screened using an assessment tool for the need for addiction services, and is assigned a number associated with a recovery services level. This number indicates the degree to which inmates are in need of addiction services. Inmates are scored from zero to three; zero indicating no need of services, to three indicating chronic need for addiction services. This number is determined through completion of a need for services assessment that gives an overall score resulting in the assignment to one of the recovery services levels. Inmates who score either two or three are most in need of treatment; thus, they should be prioritized for programming. 112 Of the 41, 11 inmates are considered R2 and 30 inmates are considered R3. 113 Formal programming offered at MANCI consists of the Treatment Readiness Program (TRP), the Intensive Outpatient Program (IOP), and Recovery Maintenance Programming (RMP). 114 Staff relayed that AA had an average monthly attendance of 95 participants and NA had an average of 84 participants. 115 Staff relayed at the current time they did not have enough staff to provide additional programs. 116 42.1 percent of survey participants (n=233) reported that they have adequate access to recovery services programming. Of those surveyed at the camp, 43.3 percent (n=67) reported adequate access to recovery services. 117 55.3 percent of inmate survey participants (n=329) reported regularly using drugs or alcohol prior to incarceration. Of those surveyed at the camp, 56.8 percent (n=88) reported regularly using drugs or alcohol prior to incarceration. 118 207 of the scheduled 228 groups were held. 119 Of the 331 inmates, 0 were assessed at R0, 0 were assessed at R1, 74 were assessed at R2 and 200 were assessed at R3. CIIC: Mansfield Correctional Institution 49
Program Observation CIIC staff did not observe any programming.
Quality
In FY 2014,xxxvii o 9.6 percent of inmates enrolled in MANCI’s Treatment Readiness Program120 were early terminators, which is lower than the DRC average.121 o 25.0 percent of inmates enrolled in MANCI’s Intensive Outpatient Program122 were early terminators, which is in line with the DRC average.123 o 1.7 percent of inmates enrolled in MANCI’s Recovery Maintenance Program were early terminators, which is substantially lower than the DRC average.124
Reentry Preparation
Staff relayed that they are not currently staffed to be able to connect individuals to community resources for release as much as they would like but depend on volunteers to help link inmates to AA/NA resources in the areas in which they are returning.125 Positively, staff relayed in the past they have incorporated inmates’ families by hosting a family day for inmates at the camp. It was relayed that it is their intention to increase the number of family days in the future.
120 The Treatment Readiness Program is a 60-hour program delivered daily for a minimum of 15 hours a week. A minimum of ten of the hours must be cognitive behavioral treatment specific. The remaining hours shall consist of ancillary services. This program incorporates the stages of change model to focus on participant motivation and readiness that will enhance treatment engagement and retention. This program is offered to Recovery Service level 2 and 3 inmates. 121 According to information provided the Bureau of Recovery Services, at MANCI there were 83 total participants in FY 2014 and eight early terminations from the Treatment Readiness Program in FY 2014. The overall DRC average early termination rate was 16.4 percent. 122 The Intensive Outpatient Program is a 180 hour program that provides treatment services delivered daily for a minimum of 15 hours a week. A minimum of ten of the hours must be cognitive behavioral treatment specific. The remaining hours will consist of ancillary services. 123 According to information provided the Bureau of Recovery Services, at MANCI there were 68 total participants and 17 early terminations from the Intensive Outpatient Services in FY 2014. The DRC average termination rate was 24.0 percent. 124 According to the information provided the Bureau of Recovery Services, at MANCI there were 60 total participants and 1 early termination from the Recovery Maintenance Program in FY 2014. The DRC average termination rate was 18.4 percent early terminators. 125 Staff noted that this was not previously feasible given the staffing level prior to June 30, 2014. CIIC: Mansfield Correctional Institution 50
E. FOOD SERVICE
CIIC’s inspection of food services included eating the inmate meal, and observation of the dining hall, food preparation area, and loading dock for both the main compound and the camp. CIIC also interviews the Food Service Manager. Overall, food service was rated as ACCEPTABLE.
Meal
CIIC sampled four inmate lunch meals including three regular meals and the diet meal.126 The first regular meal was rated as in need of improvement. The main entrée was significantly overcooked and the side items lacked seasoning. The food service staff had to make an adjustment in the lunch meal due to a late delivery.127 The second meal was rated as acceptable. Although the meal was cooked at the appropriate temperatures, the quality of the main entrée was only slightly better than the first meal. The third meal was rated as good based on portion sizes and the quality of the main entrée was better than the two previous meals. The diet meal was rated as in need of improvement because of the unappetizing main entrée which lacked seasoning.128 The most recent staff evaluation of an inmate meal was rated as fair.129 Negatively, 87.4 percent of inmate survey respondents (n=420) indicated that they were either “unsatisfied” or “very unsatisfied” with the quality of the food served. The responses were among the most negative responses that CIIC has received since January 2015. The responses were also more negative than the responses from the 2013 inspection.130 The most common reason for inmate dissatisfaction with the food was the portion sizes of the meals. Also negatively, some focus groups inmates relayed concerns regarding the food including poor quality, small portions, and not having enough time to eat.131 A review of the food service kite log132 found some concerns related to small portion sizes and a request for salt and pepper packets to be sent with the meals in segregation.
126 The regular inmate meals were sampled on August 3, 4, and 5, 2015. The August 3 meal consisted of turkey patty, turkey ham, pinto beans, two slices of white bread, and mustard. The August 4 meal consisted of fried fish patty, pinto beans, parsley noodles, two slices of white bread, and cake. The August 5 meal consisted of a seasoned turkey patty, mashed potatoes and gravy, cinnamon apples, and two slices of white bread. It should be noted that the dinner meal was served as the lunch meal 127 Reportedly, some of the food that was originally scheduled for lunch had not arrived in time to prepare for the inmates. As a result, the scheduled dinner meal for the day was served for lunch and the scheduled lunch meal was served later for dinner. 128 The diet meal was sampled on August 3 meal consisted of a soy patty as the main entrée. 129 Each DRC institution assigns one staff member, the Administrative Duty Officer (ADO), to taste and evaluate the quality of the inmate meal. The most recent evaluation of an inmate meal was the lunch meal served on August 3, 2015 meal which consisted of turkey ham, bread, pinto beans, cole slaw, soy patties, and an apple. 130 During the 2013 inspection, 83.4 percent of inmates interviewed were not satisfied with the food. 131 During the focus groups, an inmate said that he had exactly three minutes and 21 seconds from sitting down until they were dismissed from chow. CIIC: Mansfield Correctional Institution 51
Dining Hall
There were food particles under some tables that were occupied by inmates during the lunch meal on the main compound. However, most of the floors and tables of both the main compound and the minimum camp appeared to be clean and clear of debris. CIIC observed small amounts of food particles under the serving line on the main compound as inmate workers prepared the trays for the inmates.
Food Preparation Area
The kitchen and food prep area of the main compound contained small amounts of debris on the floor as inmate workers prepared the lunch meal. The kitchen and food prep area of the camp also had some debris on the floor and in the kitchen sink. On the day of the inspection, the main compound had one oven and one mixer in need of repair on the day. The minimum camp had no reported equipment concerns. Both the main compound and the camp passed their most recent health inspections with a few violations.133xxxviii In their most recent evaluation by the DRC Food Service Contract Monitor, MANCI was 89.0 percent compliant.134 MANCI also passed their previous evaluation with a score of 87.0 percent.135xxxix The evaluations included reviews of both the main compound and the camp.
Food Service Management and Oversight
A review of the employee sign-in log found that most administrative staff were making frequent visits to monitor the food service operations in each camp.136 The food service contract staff consisted of 21 employees including one Food Service Director, two Assistant Directors, and 18 contract workers. The average length of service at the facility was one year. Positively, some staff have been at MANCI since October 2013 – i.e. since the beginning of the Aramark contract.
132 Per DRC Policy 50-PAM-02 (“Inmate Communication/Weekly Rounds”), the inmate kite system is a means of two-way communication between all levels of staff and inmates. All kites are required to be answered within seven calendar days and logged on the Kite Log. 133 The most recent health inspection of the main compound and minimum camp was conducted on February 26, 2015. The concerns regarding the MANCI camp were regarding the cooking equipment was not well-maintained and the cooler door needed to be replaced. The concerns regarding the main compound were regarding the condition of the floor and the inconvenient location of the kitchen sinks. 134 According to the July 7, 2015 evaluation, MANCI was non-compliant in areas related to report writing and staffing, and documentation related to the food service daily checklist. 135 According to the June 2, 2015 evaluation, MANCI was non-compliant in areas related to reporting and the monitoring of kitchen tools. 136 The Warden, Deputy Warden of Operations, Deputy Warden of Special Services, the business administrator, and the Institution Inspector had made bi-weekly visits to both food service operations. CIIC: Mansfield Correctional Institution 52
The contract staff relayed that there have been “approximately one” serving delay within the past 30 days.137
Inmate Work Programs
MANCI currently has an incentive work program for inmate workers on the main compound.xl The incentive work program enables inmates to earn increments of $7, $11, and $17 above their monthly starting wage of $18 per month. Inmates are eligible for incentive pay after the first 30 days and then each month after that through the first three months of their job assignment.138 The minimum camp does have an incentive program but will consider one in the future. MANCI will implement their IN-2-WORK program139 at the end of August 2015. The purpose of the program is to help inmates gain skills that can be applied when they re-enter the workforce.xli
Loading Dock
The loading dock was clean and clear of any debris. According to the contract staff, there were no current pest or vermin concerns. The local exterminator makes monthly visits to the facility.
More information regarding CIIC’s inspection of food services can be found in the checklist in the Appendix.
F. RECREATION
Engagement in recreational activities promotes positive physical and mental health. CIIC’s evaluation of recreational facilities is based on three factors: facilities, activities, and access. Overall, recreation was rated as IN NEED OF IMPROVEMENT, due to the lack of consistency with the schedule being followed.
Facilities
Physical facilities140 appeared clean and in working order. The recreation department at MANCI is divided into two sides, north and south.
137 Staff relayed that the serving delay was due to not preparing enough food for the inmate population. Staff prepared eventually prepared more of the main entree and the delay reportedly lasted 15 minutes. 138 According to staff, inmates may earn $7 following their first 30 days working in the kitchen, then $11 following the second month, and $17 following the third month. 139 IN-2-WORK is provided by Aramark and includes both a classroom component and an on-the-job training. The curriculum is tailored to the special needs of inmates including classroom instruction and “on-the-job” training (where appropriate) for offenders to deepen learning. 140 Indoor recreation facilities consist of an equipment room, an exercise room with two bikes and dip bars, a classroom for the art program, a gymnasium with one full basketball court, bleachers and a multipurpose room. Outdoor facilities consist of dip bars, bleachers, a volleyball court, three handball courts, two full or four half basketball courts, four horseshoe pits, one softball field, a half-mile track. North and South recreation areas are identical to each other. CIIC: Mansfield Correctional Institution 53
Staff relayed that there were no outstanding maintenance concerns and a work order has been placed for the broken weight equipment at the camp.
Activities
Inmates are offered a good variety of activities for recreation, including several organized intramural sports and tournaments.141 Overall, the recreation department offers almost all recreation activities permitted, per policy, for Level 3 inmates. Staff relayed the recreation department has a music program but due to current staffing levels the music program has been temporarily shut-down. The recreation department offers art programs during the Fall, Winter, and Spring and uniquely the department has an art library. The recreation department has eight inmate program assistants who help in the recreation department. Movies are made accessible and are rotated on a weekly basis.142
Access Negatively, Inmate survey respondents reported low satisfaction with access to recreation. Conversely, survey participants at the camp reported high satisfaction.143 Inmate focus group participants relayed major concerns with recreation, noting that the schedule is rarely followed and recreation is shut-down more often than it is open. Similarly, staff reported that recreation and the yard run on a schedule,144 however; the schedule is rarely followed. Additionally, recreation staff noted that the recreation officers frequently cancel a housing unit’s recreation due to the timing of other institutional operations.145
141 Sports leagues offered to inmates include softball, volleyball, flag football, horseshoes, basketball, soccer, handball playoffs. Past tournaments have included chess and card tournaments. 142 Staff relayed movies are hand-selected from Netflix and shared through the inmate TV channels. 143 CIIC’s survey of MANCI inmates (n=331) found that 36.9 percent of respondents were very satisfied, satisfied, or neutral regarding their access to recreation. Inmates at the camp reported a higher satisfaction with access to recreation as 77.3 percent (n=88) of respondents reporting being very satisfied, satisfied, or neutral. 144 Recreation is open during the following hours: 6:15am-10am, 12pm-3pm, and 5pm-8pm with an extra time slot from 3:30pm-4:30pm for positive behaving dorms. 145 Staff relayed that the officers in charge of recreation are also the officers that run chow and frequently chow is purposely delayed so the officers are unable to run recreation. CIIC: Mansfield Correctional Institution 54
HEALTH AND WELLBEING RECOMMENDATIONS
Ensure repairs are made to all inoperable toilets and sinks.
Ensure all housing unit showers are thoroughly cleaned.
Ensure all cleaning chemicals are prepared at the appropriate concentration levels.
Ensure the medical department inmate porter has access to a cleaning schedule and it is up-to-date.
Consider evaluating the kite log system in the medical department to ensure kites are being answered and a system is in place to document when the response was sent.
Consider strategies to incorporate more pro-social activities to the infirmary.
Consider strategies to increase the number of evidenced based mental health programs offered.
Consider developing strategies to increase camp inmates’ access to mental health services.
Ensure all crisis cells have clear cuff ports, are free of gang symbols and are clean. Additionally, evaluate the visibility of each crisis cell.
Ensure all areas of the kitchen prep area are thoroughly cleaned.
Ensure that an incentive program is developed and implemented for inmate food service workers in the minimum camp.
Ensure there are no serving delays by the food service operations.
Ensure the recreation scheduled is followed.
CIIC: Mansfield Correctional Institution 55
IV. FAIR TREATMENT
CIIC EXPECTATION: Prisons will provide fair and professional treatment of inmates.
A. STAFF/INMATE INTERACTIONS
CIIC’s evaluation of staff/inmate interactions is based on its survey of inmates, inmate focus groups, and analysis of grievance data. Overall, CIIC rates staff/inmate interactions as ACCEPTABLE.
General Population
Positively,
The majority of inmates on both the main compound146 and the camp147 relayed that housing unit officers are responsive to their needs, professional, and fulfilling job duties. Compound responses were more positive than other Level 3 facilities inspected in 2015,148 and they were slightly more positive than 2014 survey responses.149 Open-ended survey responses from both compound and camp inmates included several positive comments regarding staff, although there were also some concerns regarding respect from certain staff. (For more information regarding the CIIC Inmate Survey, please see the Appendix.) CIIC staff did not observe any staff/inmate interactions that caused concern.
Negatively,
Less than half of both compound and camp survey respondents felt that their Case Manager was helpful;150 responses were even more negative regarding Unit Managers.151 Responses were in line with the 2014 survey.152 Half of compound survey respondents reported that they had been harassed, threatened, or abused by staff;153 for camp respondents, it was less than a third.154 For those who reported that they had, the most common incidents involved insulting remarks or feeling threatened or intimidated. Again, responses were in line with the 2014 survey.155
146 60.1 percent (n=311), 56.8 percent (n=303), and 61.8 percent (n=304), respectively. 147 58.3 percent (n=84), 51.8 percent (n=83), and 56.0 percent (n=84), respectively. 148 In comparison, the average positive responses for Level 3 facilities inspected in 2015 were 49.0, 45.8, and 52.8 percent, respectively. 149 59.5 percent (n=227), 54.3 percent (n=223), and 63.7 percent (n=144). 150 45.3 percent (n=287) on the compound; 48.8 percent (n=86) on the camp. 151 40.5 percent (n=279) on the compound; 34.2 percent (n=73) on the camp. 152 43.7 percent (n=216) and 41.1 percent (n=207), respectively. 153 49.8 percent (n=327) on the main compound. 154 28.7 percent of camp inmates (n=87). 155 51.9 percent (n=235) of compound respondents. CIIC: Mansfield Correctional Institution 56
A review of inmate letters to CIIC over CY 2014 indicates MANCI ranked second only to SOCF for the highest number of concerns regarding supervision reported to CIIC from DRC institutions. The total number of grievances against staff actions increased 4.6 percent from CY 2013 (153 total) to CY 2014 (160 total).
Vulnerable Populations156
Most vulnerable population focus group inmates rated interactions between staff and inmates as average. Most inmates said the quality of the interaction depended greatly on the individual staff member. Most inmates said staff do “as little work as possible” on their shift and expect inmates to handle things themselves. CIIC did not speak with any limited English proficient inmates.
Staff Accountability
The Inspector relayed that does not track the staff who most frequently appear in inmate complaints. There is room for improvement here.
B. INMATE GRIEVANCE PROCEDURE (IGP)
CIIC’s evaluation of the inmate grievance procedure157 includes a review of a random sample of informal complaints and grievances, inmate survey responses, and data analysis. Overall, CIIC rates the inmate grievance procedure as ACCEPTABLE.
Access
The vast majority of both compound and camp survey respondents reported that they had access to informal complaints, which is good.158 CIIC notes that on the day of the inspection, the informal complaint forms were available on all but one unit. An average-to-high percentage of compound inmate survey respondents (43.3 percent) reported that they had ever prevented from using the grievance procedure at some point.159 A lower percentage of camp inmates reported the same (27.1 percent).160 Potentially concerning, the top reason reported by compound inmates who had not used the grievance procedure was “Grievance procedure does not work,”
156 CIIC conducts focus groups of inmates who are under 21, over 55, sex offenders, and LGTBI. 157 Pursuant to Section 103.73 of the Ohio Revised Code, the CIIC is required to evaluate the inmate grievance procedure at each state correctional institution. The inmate grievance procedure is a three- step process by which inmates can document and report concerns to multiple levels of DRC staff. For more information on the inmate grievance procedure, please see the Glossary at the back of the report. 158 81.8 percent (n=324) of the compound inmates; 76.1 percent (n=88) of the camp inmates. 159 n=323. 160 n=85. CIIC: Mansfield Correctional Institution 57
followed by “Staff retaliation;” camp inmates reported “No problems/reason to use,” which is positive. An average-to-high percentage of compound respondents reported knowing who the Inspector was;161 unfortunately, only ten percent of camp inmate respondents reported the same.162 The Inspector documented few rounds in the housing units in the 30 days prior to the inspection. However, the Inspector relayed that he is planning to move his office to an area that might be more accessible to inmates. The Inspector relayed that no inmates were on grievance restriction.163
Informal Complaints
In CY 2014, the facility reported receiving 3,329 informal complaints resolutions (ICRs), which represented a 1.4 percent decrease from 2013.164 Of the total, less than one percent did not have a documented response, which is positive. Of those that did receive a response, 19.6 percent were outside of the seven day timeframe mandated by DRC administrative rule, which is very high. The untimely response rate remained approximately the same in comparison to CY 2013.165 CIIC’s review of a random sample of ICR responses indicated that staff are overall responsive to inmate concerns and professional in their responses; however, out of the 20 randomly selected, five were straight redirects to another staff person, another three responded with some version of “I will look into this,” and one did not address the inmate’s complaint. An average percentage of compound inmates reported feeling that informal complaints are dealt with fairly at the institution;166 of camp respondents, only three reported feeling that informal complaints are handled fairly.
Grievances
In CY 2014, there were 703 grievances filed, a 3.1 percent increase from CY 2013. Staff reported ten grievances on hand at the end of the year. MANCI inmates routinely file the highest number of grievances in the DRC; the facility still has only one Inspector to handle all of them and to oversee the grievance procedure, which appears inadequate. The total number of inmates who filed a grievance during the year increased 14.0 percent from CY 2013 to CY 2014.
161 39.3 percent (n=328). 162 n=89. 163 Grievance restriction is authorized under DRC Administrative Rule 5120-9-31. It is “based upon an inmate’s abuse or misuse of the inmate grievance procedure. Such a restriction shall be for a stated period of time not to exceed 90 days and subject to extension by the Chief Inspector…Provisions shall be made to ensure that the inmate can pursue issues that could present a substantial risk of physical injury…” 164 The facility reported 3,377 informal complaints received in CY 2013. 165 In CY 2013, the untimely response rate was 18.3 percent. 166 13.4 percent (n=246) reported feeling that informal complaints were dealt with fairly. CIIC: Mansfield Correctional Institution 58
MANCI has a handful of frequent filers, with the highest number of grievances filed by a single inmate being 64. The Inspector relayed that he attempts to educate the frequent filers, and that one of them is becoming older and filing many of the same complaints. Of the total dispositions in 2014, 82.8 percent were denied and 17.2 percent were granted. The percentage of grievances granted is high;167 which indicates fairness in the procedure. The top three categories with the most grievances were Personal Property (165), Food Service (87), and Supervision (83). Inspectors are expected to dispose of grievances within 14 days to ensure timely response to inmates’ concerns. In CY 2014, 11.4 percent of grievances were extended beyond the applicable timeframe, which is high. The Inspector relayed that the extensions were predominately due to property investigations. CIIC’s review of a random sample of grievance dispositions indicated that the Inspector interviews relevant staff, reviews relevant evidence, and generally provides a thorough response to inmates. Similar to the informal complaints, both compound and camp respondents responded negatively regarding perceived fairness of grievances and appeals.168
Oversight and Accountability
The Inspector relayed that he has worked to decrease untimely responses to informal complaints by sending a reminder letter each Wednesday to staff who have not responded to any informal complaints due through that day. In the past six months, only four grievances resulted in a report to the Warden. The topics mostly pertained to use of force with no report. The Inspector relayed that he has the opportunity twice weekly in executive staff meetings to relay and discuss areas of concern. However, it was not clear that this was a frequently used opportunity to actually discuss concerns. The Inspector relayed that he ensures that inmates are not retaliated against for using the grievance procedure by helping staff to understand the purpose of the grievance procedure and to not take complaints personally. However, he did relay a recent incident in which an officer did confront an inmate specifically about the inmate filing a complaint against him.
C. INMATE DISCIPLINE
CIIC’s evaluation of inmate discipline169 includes observation of Rules Infraction Board (RIB) hearings and a review of a random sample of closed RIB cases. Overall, CIIC rates inmate discipline as GOOD.
167 In CY 2014, 13.9 percent of all grievances were granted system-wide. 168 On the compound, only 11.5 percent of respondents (n=217) felt that grievances were handled fairly, and only 10.6 percent (n=199), that grievance appeals were handled fairly. For the camp, only three (n=33) reported feeling that grievances were handled fairly; only two (n=29), that appeals were handled fairly. 169 Inmates charged with a rule infraction are given a conduct report (also known as a ticket). All conduct reports are first heard by a hearing officer; if the offense is a minor offense, the hearing officer may CIIC: Mansfield Correctional Institution 59
Caseload
In the first six months of 2015, MANCI reported 659 cases that were referred to RIB.170 An additional 171 cases were referred to RIB and received a disposition that included Local Control.171 The most frequent rule violation referred to RIB was a 19 (fight); the most frequent that received a disposition of LC was a rule 51 violation (contraband); this is likely due to the increased presence of cellphones in the facility.
Procedures
MANCI’s RIB panel has benefited from a new RIB Chair, who appears to be thorough in her review of evidence and steadfast in her handling of conduct reports. MANCI’s RIB panel followed standard hearing procedures.172 CIIC documented no issues with the RIB hearings, although the Chair should hear all inmates involved in an incident prior to rendering a disposition. The RIB panel’s review of relevant evidence173 was good, although it could be yet further improved by ensuring that all relevant evidence is attached to the record. CIIC’s review of closed cases174 found only a few issues,175 which indicates that the oversight of RIB from the Warden’s level is good.
Due Process
No cases reviewed were heard outside the requisite seven days, which is excellent. In the closed case review, only two inmates were on the mental health caseload; of those, one was appropriately screened and the other was not. The inmate rights form was completed for all cases.176
dispose of it himself. More serious offenses must be referred to the RIB, which is a two-person panel that conducts a formal hearing, including witness testimony and evidence. 170 This includes only cases that were handled at the RIB level and tha 171 Local Control is reserved for more serious rule violations, is assigned by a separate committee from the RIB, and can span up to 180 days, reviewed monthly. 172 Appropriate procedures includes checking to ensure that the inmate had received a copy of the conduct report, checked the inmate rights form, read the conduct report, offered the opportunity for an inmate to give his testimony, had the inmate leave for deliberation, reviewed evidence and discussed the case with the other panel member, informed the inmate of the decision, and offered the opportunity to appeal. 173 Relevant evidence generally includes reviewing camera footage, use of force packets, drug tests, contraband control slips, etc. 174 CIIC reviewed 20 closed RIB cases. 175 There was one case in which an inmate on the mental health caseload was not screened prior to the RIB hearing, there was another case with a missing charging official testimony, and the Chair needs to make sure she completes another inmate rights form if she changes the rule violation. CIIC: Mansfield Correctional Institution 60
Requested witnesses were generally approved; however, in one case an inmate appeared to request the charging official and he/she did not testify. Confidential information was not used in any of the reviewed cases. CIIC staff discussed the confidential information handling process with the RIB panel and it was correct. Negatively, the vulnerable inmate focus groups relayed that they do not believe the rules/procedures of the prison are applied fairly across the inmate population.
Sanctions
The RIB panel indicated that they have a consistent range of sanctions for rule violations177 and that an inmate’s RIB history was taken into account. Sanctions did not appear excessive and were in line with other institutions; however, other institutions have begun reducing their segregation populations and MANCI has not.
D. SEGREGATION
CIIC’s evaluation of segregation consists of an observation of the unit and evaluation of the population. CIIC rates segregation as IN NEED OF IMPROVEMENT.
Segregation Population
Staff provided a segregation tracking mechanism (segregation roster) that provided a good amount of information;178 however, subsequent communication indicated that the roster was not accurate and that staff generally use a print-out off DOTS that provides less information. On the day of the inspection, there were 236 total inmates in segregation, or 8.8 percent of the total institutional population, which is slightly lower than average for the security classification. The total represents an 18.6 percent increase in comparison to the last full inspection in 2013. This increase is in contrast to the work going on around the DRC to decrease the segregation population. Of the total, 30.0 percent had been in segregation for more than one month, which is high, a decrease from 2014;179 only 7.6 percent had been in segregation for more than three months. The two longest serving inmates had been in segregation since December 2014 (eight months); both were pending transfer.
176 The inmate rights form asks whether the inmate waives the 24 hour notice, the presence of the charging official at the hearing, and the presence of any witnesses. The form also asks the staff completing the form whether he or she believes that the inmate needs staff assistance. 177 Staff relayed that for a fight, an inmate would receive seven days; for an assault, 15 days plus an LC recommendation; a cellphone received 15 days plus 90 day restrictions, etc. 178 The roster tracks inmates by disciplinary status, rule violation, the date that the inmate came into the segregation unit, mental health status, and STG status. All of this is important information for ensuring the orderly management the population. 179 At the time of the 2014 follow up inspection, 48.5 percent of the segregation population had been in segregation for more than one month. CIIC: Mansfield Correctional Institution 61
Of the total, 26 inmates were in segregation under investigation, which is very high. Reviewing the segregation listing, 21 had been in segregation over a week, and some for several weeks,180 which is far more than usual and is concerning. Of the total, 64.0 percent were classified as black, 33.5 percent were classified as white, and six inmates were classified as of another race. This is in line with the institutional demographics.181 As of May 2015, 24.4 percent of the segregation population was on the mental health caseload, compared to 16.0 percent of the total institutional population.182
Conditions
MANCI has a single segregation unit that is separated from the rest of the compound. It contains four separate pods. Each cell has its own sink, toilet, and shower. No cells were triple-celled, which is positive. Overall, conditions were appeared poor in the units in general. In multiple pods the floor tiles have all been torn up and there is water damage to the ceiling and on the under-side of the upper ranges.183 The cells also appeared to be in poor conditions, with most of the cells exhibiting graffiti (some were completely covered). The cleaning chemicals appeared significantly lighter than they should be, which raises a concern regarding concentration levels. The crisis cells raised concerns regarding conditions by CIIC’s Healthcare Specialist, and one had the seam of the wall torn out by an inmate. Staff relayed that there were no maintenance issues on the day of the inspection. CIIC staff did not eat a segregation meal. In terms of recreation, the two segregation pods on each side share two indoor areas with pull-up equipment and two outdoor recreation areas. On the SMU 1/2 side, there were no sanitation concerns, but the outside areas smelled strongly of sewage. In addition, although there were basketball hoops, only one of the pods appeared to have a usable basketball. Of concern is that inmates who engage in rule violations while in segregation are placed on “recreation restriction,” meaning that they cannot leave their cell at all for the given period of time (often 30 days). The rule violations may be minor and unrelated to recreation or violence. Staff relayed that they reviewed the recreation restrictions to ensure that they were appropriate.
180 Staff generally can hold an inmate in segregation under investigation for up to 21 days without needing approval by the DRC Director. 181 As of August 3, 2015, 59.1 percent of the inmates were classified as black, 37.9 percent as white, and 3.0 percent as of another race. 182 As of the day of the inspection, 209 inmate or 14.8 percent of total population is on the mental health caseload. 183 All of this is due to inmates flooding the cells. CIIC: Mansfield Correctional Institution 62
Staff Accountability
The only cell security issue viewed was the extensive amount of graffiti.184 A review of randomly selected segregation log sheets indicated that they were being fully completed. Documentation raised concerns regarding both staff rounds and shakedowns. Although rounds were documented, it appeared that some of the intervals were greater than 30 minutes and that officers were not ensuring that a round was completed within 15 minutes before or after shift change. Documentation of shakedowns in segregation was very poor. A review of the employee sign-in logbook indicated that executive staff are doing a good job of conducting the necessary rounds, with the exception of the Inspector.
Critical Incidents
Documentation indicates that a high number of uses of force occur on the segregation unit. Staff relayed that the use of a disciplinary meal (“food loaf”) has not occurred in 2015. Staff reported range floodings by inmates had decreased significantly as the number of inmates waiting in segregation for a transfer longterm had also decreased. Staff stated that inmates could report sexual assaults to any staff. Staff said that there was a PREA phone in the recreation areas of segregation, but that the phones did not work and further, the phone was in full view of other inmates on the unit and the only reason anyone could use that phone is to call the PREA hotline, so usage was unlikely.
Programming/Activities
Staff relayed that several programs have been implemented on the unit, including Thinking for a Change, Inside Out Dads, and Cage Your Rage; however, in light of the high total population, purposeful activities seemed very limited for the majority of the segregation population. Telephone use is permitted only for emergencies or attorney phone calls.185 With the PREA phones being available in the indoor recreation areas, there is a potential opportunity to connect them to telephone service; however, it has not yet occurred. This has been an ongoing concern of CIIC. Staff relayed that they are in the process of evaluating converting the phones to regular service.
184 Cell security issues include inmates attempting to block cell windows or cell door windows, STG related graffiti, attempting to jam the locks or place material in the cuffports, or excessive clotheslines or towels on the floor. 185 Telephone calls are an important way that inmates can maintain connections with their families, which can provide important mental and emotional benefits while inmates are in segregation. In addition, having the opportunity to make a phone call might get inmates out of their cells. CIIC: Mansfield Correctional Institution 63
The log book indicated that mental health staff are on the unit weekly. While this is within policy, it raises some concerns. Mental health staff do not currently provide any group programming; the only mental health programming is reportedly provided in cell through giving a packet of material to inmates. Inmates had some books available in their cells. The librarian documented weekly rounds through the segregation unit. In terms of educational access, staff relayed that the Special Education teacher goes to segregation once per week. The teacher relayed that if one of her students is placed in segregation, she creates a packet of material for the special education teacher to take to her students, Inmates are provided access to religious services through the Chaplain, who makes rounds through segregation. Inmates can kite the Chaplain or request through unit staff.
FAIR TREATMENT RECOMMENDATIONS
Continue to develop strategies to improve inmate/staff interactions.
Consider tracking and analyzing the staff names that most frequently appear in inmate complaints (tracked via DOTS).
Consider developing strategies to improve inmates’ access to the grievance procedure, or at least improve their perception of it.
Consider increasing the Inspector’s rounds through the compound, and particularly at the camp.
Consider adding a half or full position for an additional Inspector.
Consider conducting a review of the property grievances to identify opportunities to address and reduce the number.
Consider increasing the level of evidence attached to the RIB case record.
Develop strategies to reduce the high segregation population and to improve conditions, such as cleaning and painting the cells, and increasing purposeful activities, including recreation.
Evaluate the high number of inmates in segregation unit under investigation.
Ensure shakedowns are accurately documented in segregation.
Consider increasing access to the telephone for inmates in segregation.
CIIC: Mansfield Correctional Institution 64
V. REHABILITATION AND REENTRY
CIIC EXPECTATION: Prisons will provide access to quality programming and purposeful activities that will ultimately aid reentry.
A. REENTRY PLANNING
CIIC’s evaluation of reentry planning186 includes interviews of staff,187 inmate focus groups,188 a document review, and inmate survey responses. Overall, CIIC rates reentry planning as ACCEPTABLE.
Staff Performance
In a review of past releases,189 41.7 percent of the reviewed RPLANs190 were completed by the time the inmate was released.191,192 In a check of past due security classifications, 92.6 percent had been completed, most of which were waiting approval at Operation Support Center.193 Case managers in a focus group described positive interactions with their supervisors and prison leadership and shared concerns.194
186 Effective reentry planning requires attention to individualized details from the first day of incarceration through the post-release period and is crucial for a successful reintegration into society. 187 CIIC inspections include interviews of the Reentry Coordinator (RC), the Unit Management Chief (UMC) [who sometimes doubles as the RC], and Case Managers (CM). 188 CIIC conducts focus groups of inmates representing various populations, including a group who are within approximately 30 days of their release date. 189 CIIC staff randomly selected 24 from a list of the 136 inmates released within the past 60 days. 41.7 percent of the RPLANs were completed; 37.5 percent (n=24) were missing medical and/or mental health information; 8.3 percent (2 plans) were not done; and 12.5 percent (3 plans) were for inmates released on transitional control or judicial release. 190 Reentry operations at DRC institutions include the use of the DRC RPLAN (Offender Transitional Release Plan). In the few months prior to release, all DRC institutions provide various types of information to inmates through channels like Adult Parole Authority (APA) workshops and printed materials from Ohio’s counties. 191 CIIC evaluates RPLAN completions by ensuring all blanks are checked with yes, no, or not applicable. 192 Twenty-four RPLANs were reviewed; 10 were completed properly, 9 (37.5% were missing the medical/mental health sections, 2 (8.3%) were not done yet, and 3 (12.5%) were not likely to be done at MANCI due to inmate transfer to transitional control or judicial release. 193 Twenty-seven security classifications were indicated as overdue; two had not been done and 25 were waiting Bureau of Classification Review approval or were completed and needed to be taken off the list. 194 Case managers reported needing to go through as many as five locked doors to access a printer, relayed that computers are sometimes unreliable and that having two monitors would improve productivity. They also noted their pay scale is less than that of lieutenants, would benefit from having other staff participate in getting PREAs done, and noted that while programming is offered, many inmates simply do not want it. CIIC: Mansfield Correctional Institution 65
Reentry Resources
The most recent Community Resource Fair was July 22, 2015, with 16 service providers represented.195 Inmates with releases set through the end of December were invited.196 The Unit Management Chief and case managers attend reentry coalition meetings in Richland and other counties. Each case manager is assigned a community contact to ensure ongoing sharing of information. Three computers located in the library are dedicated to reentry and feature Ohio Means Jobs and Ohio Career Information System (OCIS) software.197,198 The Reentry section in the library was visually appealing, spacious, and well equipped with brochures, student loan information, MUSCLE sheets,199 and resource information on careers, vocational training, and other opportunities for continuing education and job training in the community. Much of the reentry information is available for checkout. Inmates within 30 days of release reported in a focus group that all but one had housing, and he was waiting on confirmation of a placement in a halfway house. All but one inmate had a job lined up through family or previous employers. In addition, none had utilized the reentry resources area of the library.
B. REHABILITATIVE PROGRAMMING
CIIC’s evaluation of rehabilitative programming is based on a review of unit-based program enrollment and completion, on-site observations, and review of additional
195 Participating service providers included LOOP (Loved Ones of Prisoners), North Central State College, Salvation Army, reentry coalitions from Summit, Lorain, and Cuyahoga counties, Heart to Heart Family Center, Veterans Affairs Medical Center, Summit County Child Support Enforcement Agency, Richland County Public Library, Stark County Job and Family Services’ program “Right Path,” The Ridge Project, Justice Reinvestment, Ohio Commission on Fatherhood, City Mission Outreach Service, and Bureau of Motor Vehicles Reinstatement Office. 196 Several participants in focus groups reported attending the reentry resource fair; one inmate reported “grabbing everything I could get my hands on,” while others noted they did not find service providers from their area. One inmate who had been incarcerated more than ten years recommended that intensive reentry preparation should begin three months prior to release and include speakers from the community who can inform the inmates about changes in their communities and what to expect upon release, especially for inmates who have served lengthy sentences. 197 All DRC libraries are required, per DRC 78-REL-05, to have a reentry resource center. 198 At the reentry center, inmates can learn what careers are in demand; research technical schools, colleges, universities, and scholarship opportunities; read interviews of someone working in the inmate’s field of interest, and find out how to prepare for a chosen career. The reentry computers feature the Ohio Career Information System (OCIS) and the Ohio Means Jobs website which support inmates in preparing for employment or additional education. OCIS and Ohio Reentry Connections software systems allow inmates to create an individualized job search account that ‘goes live’ on the inmate’s release day, allowing access from a computer in the community. The inmate can then send previously created job applications and cover letters to potential employers. 199 MUSCLE, the acronym for Making Use of Services Can Lead to Empowerment, is a centralized guide for DRC staff, offenders, families, and community partners that provides assistance in locating community resources and information to foster strong, safe communities. CIIC: Mansfield Correctional Institution 66 purposeful activities. Overall, CIIC rates rehabilitative programming as IN NEED OF IMPROVEMENT.
Unit-Based Programs
MANCI offers five reentry-approved programs: Cage Your Rage, Inside out Dads, Money Smart, Thinking for a Change, and Victim Awareness. Each case manager is responsible for providing one program per quarter. With recent staff vacancies, not all programs have been offered as scheduled. Positively, Inside Out Dads held a graduation for its class of about 15 on August 4, 2015 and a recently completed section of Victim Awareness also had 15 graduates. MANCI hosted a Programs Fair on April 21, 2015, featuring a table for every program offered at the facility. Cumulative completion numbers for the past year were not available. Reportedly, the DRC is working to develop a systematic method of capturing this data across all sites. Waitlist numbers for reentry programs are high.200 Historically, across the DRC, demand exceeds capacity to deliver reentry programs. Inmates in a focus group reported difficulty accessing programming.201 Participants in a focus group of inmates within 30 days of release reportedly had not participated in any reentry-approved programming.202 Negatively, nearly three-fourths of MANCI survey respondents reported staff had not discussed with them what programs they should take while incarcerated and slightly over half of the respondents reported it was easy or neutral to get into unit programs.203 Common themes in two focus groups of inmates within 30 days of release included insufficient time to complete a program; frustration at lengthy waitlists, boredom, not being aware of reentry center in library and lack of assistance in signing up for the Benefits Bank. Inmates in the focus groups voiced concerns over staff treatment204 and sanitation.205
200 248 are waitlisted for Thinking for a Change, 137 for Cage Your Rage, 178 for Victim Awareness, 76 for Inside Out Dads, and 67 for Money Smart. 201 Participants in focus groups of inmates within 30 days of release had not participated in reentry- approved programming, reportedly due to long waiting lists. Of the few who had participated in some type of programming, they held in high regard The Ridge Project’s programs including TYRO Dads, Couples, and JET. 202 Participants in focus groups of inmates within 30 days of release had not participated in reentry- approved programming, reportedly due to long waiting lists. Of the few who had participated in some type of programming, they were held in high regard the programs of The Ridge Project including TYRO Dads, Couples, and JET. 203 75.7 percent of survey respondents (n=411) reported staff had not discussed with them programs they should take while incarcerated and 38.9 percent of survey respondents (n=368) indicated it is easy or neutral to get into unit programs. 204 Focus group participants felt that race influenced treatment. Two inmates, one who is white and one who is black who are friendly in the facility said they have tested staff by each making the same request CIIC: Mansfield Correctional Institution 67
Program Observation
CIIC staff observed a session of Thinking for a Change, co-facilitated by two case managers and attended by 15 inmates who appeared engaged in the subject matter.
Additional Purposeful Activities
Inmates participated in an art show in conjunction with Richland Correctional Institution, which was held at the historic Ohio State Reformatory. The one inmate-led program is Bridges.206 The three inmate groups offered at MANCI are NAACP, CAP, and VA.207 Unit staff facilitate a wide range of programs to reduce inmate idleness.208 Negatively, MANCI in FY 2014 offered the lowest number of religious services compared to other Level 3 institutions.209 MANCI’s inmate participation rate in FY 14 also was the lowest of the other Level 3 institutions and significantly lower than the DRC average for FY 2014.210
Religious Programs Rate per 1000 Inmates
FY MANCI Comparator DRC Prisons Average 2014 81.1 170.3 206.0
Participation per Capita in Religious Services
FY MANCI Comparator DRC Prisons Average 2014 3.2 6.8 7.1
and receiving disparate treatment for what they said was based on race only. “If you don’t have the complexion, you don’t have the connection,” one said. 205 Inmates reported the cups in the dining hall are dirty, the prison does not wash state blanket, and they do not always have chemicals for cleaning. 206 Bridges is a mentoring group. 207 CAP is the staff-led Cultural Awareness Project; VA is a Veterans program. 208 Staff-led purposeful activities include chess, card, and ping-pong tournaments, essay and trivia contests, art competitions, and 30-day challenges to change specific behaviors. 209 During FY 2014, MANCI offered 204 religious service programs with a total of 8,138 inmate participants, equating to approximately 3.2 visits per inmate, which is significantly less than the comparator prisons average of 6.8 and the DRC average rate of 7.1. 210 In FY 2014, MANCI’s rate of religious service programming per 1,000 inmates was 81.1 programs, compared to the comparator prisons rate of 170.3 programs and the DRC average of 206.0. CIIC: Mansfield Correctional Institution 68
C. FAMILY ENGAGEMENT AND COMMUNITY CONNECTIONS
CIIC’s evaluation of family engagement and community connections consists of review of family-oriented activities, survey results, and data review. Overall, CIIC rates family engagement and community connections as ACCEPTABLE. Family Connections
Staff cites the facility’s Level 3 security classification as a limiting factor to what on-site family activities can be accomplished. Family members are invited to MANCI for graduation exercises for educational programming. A couples communication program is offered through the Ridge Project. The MANCI camp hosts a parent-child activity day. About half of the survey respondents indicated that they have not experienced problems with sending or receiving mail within the past six months.211 Slightly less than half of survey respondents indicated that they have experienced problems accessing the telephones within the past six months.212 Focus group participants relayed there are not enough phones for the inmate population. Slightly less than two thirds of survey respondents indicated that they have not experienced problems receiving visits within the past six months.213 Focus group participants stated transportation issues keep some family members from visiting.
Community Connections
From CY 2013 to CY 2014, community service hours increased and in CY 2014 kept pace with the comparator prisons rate. The rate remained well below the DRC average. MANCI reports 66,769 community service hours so far this year.214xlii
211 68.4 percent of survey respondents (n=323) on the main compound and 58.6 percent (n=87) at the minimum camp indicated they have not experienced problems with sending or receiving mail. 212 61.2 percent of survey respondents (n=327) on the main compound and 54.5 percent (n=88) at the minimum camp indicated they had experienced problems accessing the telephones. The most commonly cited reason was not enough phones. 213 55.6 percent of survey respondents (n=322) on the main compound and 52.9 percent (n=87) at the minimum camp indicated they had not experienced problems receiving visits. Of those who reported concerns, the most commonly cited reasons were distance for visitors and the visit scheduling process. 214 Community service projects include crocheting scarves for individuals undergoing treatment for breast cancer, growing vegetables for local food banks, making mats for dog cages, dog training, picking up trash for Ohio Department of Transportation, making sleeping mats for the homeless, refurbishing equipment, making picnic tables, making signs for school, crocheting hats and scarves for persons residing in domestic violence shelters and nursing homes, making Easter bags, and raising funds to donate to various nonprofit organizations. CIIC: Mansfield Correctional Institution 69
Community Service Hours Per Capita
FY MANCI Comparator DRC Prisons Average 2013 37.4 44.1 91.7 2014 49.8 49.0 106.7
MANCI has 215 active community volunteers215 providing a variety of activities within different areas of the institution.216 Activities at the MANCI camp include growing vegetables that are donated to area food banks, and also working with the state park system.
D. LITERACY DEVELOPMENT
CIIC’s evaluation of literacy development in a correctional institution focuses on data analysis, a document review, direct observation of at least one program, and inmate survey responses. CIIC rates overall literacy development as IN NEED OF IMPROVEMENT.
Staffing
At the time of the CIIC visit, there was one academic vacancy (due to a retirement in April 2015) and no career tech vacancies. Additionally, two academic teachers were on disability. The vacancy was filled in August and both teachers on disability returned to work in September 2015. The school schedule now comprises two morning and two afternoon sessions; previously there were one each in the morning and the afternoon.217
Library Facilities
The library was clean and well maintained, with no apparent visibility or safety concerns. There is also a library at the Camp that was not observed. Two post positions provide security coverage for the library. Seating capacity is 71; there are 25 inmate library workers including nine law clerks, 12 aides, and four porters. The library has four typewriters for inmate use and two typewriters for clerks, four computers with access to LexisNexis for legal research, and three computers for reentry work; there are no word processors.
215 Active community volunteers are defined as volunteers who enter the facility more than three times per year. 216 An overwhelming majority (183) of the volunteers serve in connection with Religious Services; 14 are connected with Recovery Services, 12 with unit programs, and 6 assist in other areas not specified. 217 A few teachers voiced concern about the schedule change, noting that with shorter class periods there is more disruption and less learning. CIIC: Mansfield Correctional Institution 70
Negatively, two LexisNexis computers have been down for at least six months and one reentry computer is “unreliable,” according to staff.
Library Access
The main MANCI library is open seven days a week from 8:00 a.m. to 8:30 p.m. according to a complex schedule based on even and odd months and even and odd days of the week to promote safety and security while maintaining access. Each housing unit also has a selection of books for inmates to browse. As of July 2015, the combined libraries had 18,340 items, including 22 newspaper and 44 magazine subscriptions.xliii Positively, the librarian delivers reading material and legal kits to segregation four days a week. From FY 2013 to FY 2014, the rate of library materials per capita at MANCI increased significantly. MANCI’s rate was slightly lower than the comparator prisons and virtually the same as the DRC average.
Library Materials – Rate per Capita
FY MANCI Comparator DRC Prisons Average 2013 5.6 7.9 7.9 2014 7.9 8.5 8.0
Negatively, the rate of items in circulation per inmate, during FY 2014, was lower than comparator prisons, and significantly lower than the DRC average.
Library Usage Rate of Average Monthly Circulation per Capita
FY MANCI Comparator DRC Prisons Average 2013 1.3 1.1 2.0 2014 0.9 1.1 2.1
Library Special Programs
The librarian is new in the position and is not yet offering special programs.
Academic Programs
MANCI offers five of the standard academic programs.218
218 MANCI offers Pre-GED, GED, ABLE, and Literacy, as well as Title I educational programming for inmates under 21 years of age. CIIC: Mansfield Correctional Institution 71
For the 1st quarter of CY 2015, MANCI had an overall classroom capacity of 102.8 percent.219 MANCI’s rate of inmates on the waitlist compared to those enrolled in academic programming increased significantly from FY 2013 to FY 2015 and remained dramatically higher than the comparator prisons and the DRC average.
Academic Waitlist Rate per 100 Inmates
FY MANCI Comparator DRC Prisons Average 2013 77.9 75.3 41.2 2014 110.7 60.7 34.8 2015 141.6 57.6 30.7
Negatively, a majority of survey respondents relayed that it is difficult to get into academic programming.220 At the time of the inspection, MANCI offered two career-tech programs.221 An overwhelming majority of survey respondents indicated it is difficult to get into vocational training.222 Grant-funded college courses through Ashland University, Sinclair Community College, and Youngstown State are available to inmates. MANCI’s rate of academic enrollment is dramatically lower than both the comparator prisons and the DRC average,223 despite showing an increase FY13 to FY14.224
Academic Enrollment to Population Rate per 1,000 Inmates
FY MANCI Comparator DRC Prisons Average 2013 150.4 228.6 338.2 2014 181.3 246.5 380.9 2015 152.2 266.5 366.8
219 Ohio Central School System, the DRC’s school district, calculates classroom capacity using the total number of students served, which may result in an overall classroom capacity of over 100 percent. OCSS stated this could happen because throughout the year, students may drop out and new students enroll. 220 63.6 percent of survey respondents (n=291) on the main compound and 53.9 percent (n=76) at the minimum camp relayed it is difficult to get into academic programming. 221 MANCI offers horticulture and masonry career-tech programs. 222 73.5 percent of survey respondents (n=294) on the main compound and 78.3 percent (n=69) at the minimum camp indicated it is difficult to get into vocational training. 223 In FY 2014, the comparator prisons rate was 246.5 and the DRC average rate was 380.9. 224 The academic programs offered at MANCI include Pre-GED, GED, ABLE, Literacy, and Special Education. CIIC: Mansfield Correctional Institution 72
Outcome Measures
Negatively, enrollment in MANCI’s GED classes decreased significantly from FY14 to FY 15 and was significantly lower than the comparator prisons and dramatically lower than the DRC average.
GED Enrollment per Population Rate per 1000 Inmates
FY MANCI Comparator DRC Prisons Average 2014 72.3 83.9 128.3 2015 54.9 79.0 120.3
Positively, MANCI gives GED tests to students at a higher rate than the comparator prisons and the DRC average, despite a decrease in FY 2015.
GEDs Tests Given to Enrollment Rate per 100 Inmates
FY MANCI Comparator DRC Prisons Average 2014 107.7 63.6 43.7 2015 89.6 57.6 28.6
MANCI inmates in FY 15 passed the GED test at a high rate than the comparator prisons and at about the same rate as the DRC average.
GEDs Passed to Tests Given Rate per 100 Inmates
FY MANCI Comparator DRC Prisons Average 2014 61.7 55.2 61.9 2015 23.3 17.6 24.2
Negatively, the rate of certificates earned to academic enrollment decreased dramatically from FY 2013 to FY 2015, and was also significantly lower than both the comparator prisons and the DRC average rates.
CIIC: Mansfield Correctional Institution 73
Rate of Academic Certificates Earned (Per 100 Inmates) to Enrollment
FY MANCI Comparator DRC Prisons Average 2013 39.1 34.0 30.4 2014 27.9 27.1 26.2 2015 13.8 26.8 22.1
Positively, MANCI teachers have exceptionally high attendance rates as reflected in CY 2014 data. In “snapshot” data pulls for the first month of each calendar quarter, MANCI showed attendance rates of 98.3 percent, 99.2 percent, 99.0 percent, and 98.4 percent, January, April, July, and October respectively.
Classroom Observation
The CIIC site visit included brief observation of two classes and a peer-tutoring program. The 13 students in a pre-GED class were working mostly on algebra problems, led by a teacher who actively engaged the students and checked their work. Students in another pre-GED class were working on decimals; educator and peer tutor support was evident.
CIIC staff observed the room housing the peer tutoring program. Five students were working silently, with the tutor leaving his desk to go assist students as needed. General feedback was this was a valuable part of their educational programming.
D. VOCATIONAL AND WORK SKILL DEVELOPMENT
CIIC’s evaluation of the quality of vocational and work skill development and programming focuses on data analysis, a document review, direct observation of at least one program, and inmate survey responses. CIIC rates overall vocational and work skill development programming as ACCEPTABLE.
Vocational Programs and Outcome Measures
MANCI offers horticulture and masonry career-technology programs. The rate of career-technology certificates earned for FY 2015 was slightly lower than both the comparator prisons and about equal to the DRC average rate. It was significantly lower than its own rate in FY 2013, but is higher than FY 2014.
CIIC: Mansfield Correctional Institution 74
Career Tech Certificates Earned Per 10 Inmates
FY MANCI Comparator DRC Prisons Average 2013 7.9 5.9 5.9 2014 4.3 4.0 5.0 2015 5.1 5.9 5.2
Combined vocational enrollment in FY 2015 in Career Technology and Career Enhancement programs remained about the same as FY 2014. While still significantly lower than the comparator prisons and the DRC average, MANCI’s rate of enrollment in these programs has increased significantly since FY 2013.
Vocational Enrollment per Population per 1000 Inmates Career Tech and Career Enhancement Combined
FY MANCI Comparator DRC Prisons Average 2013 51.6 84.6 132.4 2014 65.2 101.2 148.2 2015 66.0 155.1 164.6
Apprenticeships and Outcome Measures
MANCI currently offers eight apprenticeship programs for the inmate population.225 Positively, MANCI more than doubled apprenticeship enrollment from FY 2013 to FY 2015. Apprenticeship enrollment in FY 2015 was significantly higher than the comparator prisons and about on pace with the DRC average rate.
Apprenticeships Per 1000 Inmates
FY MANCI Comparator DRC Prisons Average 2013 22.4 15.0 26.2 2014 37.8 28.5 38.8 2015 51.1 34.4 53.7
Classroom Observation
No apprentices were observed working during this site visit.
225 MANCI’s apprenticeships are machine operator, quality assurance inspector, recovery operator, janitor, boiler operator, carpentry, electrician, animal trainer. CIIC: Mansfield Correctional Institution 75
Ohio Penal Industries
The MANCI shop’s two work lines make corrugated boxes, sold mostly within the DRC, and finish automotive parts under a contract with YUSA. The shop employs two workshop specialists and a main supervisor; there is one post position for security coverage.
88 inmates, 3.3 percent of MANCI’s population,226 are OPI employees, 60 of whom are enrolled in approved apprenticeship programs. OPI has about 75 inmates on the waitlist. Barriers to apprenticeships include a newly implemented sensitivity-screening tool which precludes inmates with certain offenses or rule violations from working in designated areas. There is no connection between OPI shop and post-release employment. OPI staff will provide inmate workers who are preparing for release a copy of their evaluation. The supervisor had only one inquiry from the community about former inmates’ employability and that was at least two years ago. The OPI shop posted a net loss of $199,851 in FY 14 after showing a profit of $19,457 in FY 2013. The shop supervisor attributed the loss to an accounting error in the corrugated box factory.
226 On August 3, 2015, the first day of the inspection, MANCI had an institutional population of 2,682. CIIC: Mansfield Correctional Institution 76
REHABILITATION AND REENTRY RECOMMENDATIONS
Ensure that RPLANs are completed by the time that the inmate is released; consider implementing a tracking system for increased accountability.
Develop strategies to improve access to rehabilitative programs, particularly for inmates approaching release.
Increase the number of inmate-led programs and groups.
Develop strategies to increase access to religious services.
Consider increasing achievement of community service hours.
Consider implementing special programs in the library and increasing inmate rate of use of items.
Ensure the computers in the library are operational.
Develop strategies to increase academic enrollment.
Consider developing greater connections between the OPI shop and post- release employment.
CIIC: Mansfield Correctional Institution 77
IV. FISCAL ACCOUNTABILITY
CIIC EXPECTATION: Prisons will responsibly utilize taxpayer funds and implement cost savings initiatives where possible.
A. FISCAL WELLNESS
CIIC’s evaluation of fiscal wellness includes a document review of the institution budget status report, fiscal audits and an interview of staff regarding the implementation of cost saving initiatives, both those required by policy and those independently developed by staff. CIIC rates fiscal wellness as GOOD.
Budget Overview
According to their FY 2015 budget overview, MANCI used 99.5 percent of their allocated budget.227xliv Institutional operations payroll accounted for 78.6 percent of their expenses, followed by medical services payroll (6.0 percent), mental health services payroll (3.6 percent).xlv MANCI has received a similar allocated budget for FY 2016.228xlvi In FY 2014, MANCI also used nearly 99.9 percent of their allocated budget.229xlvii,xlviii The highest expenses were institutional operations payroll, medical staff payroll, and mental health staff payroll.xlix
Chart 4 DRC Institutional Budget Allocations by Security Classificationl FY 2015
$60,000,000 $48,625,285 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $0
Level Level Level Reception Medical/ 1/2 3 4/5 Female
227 According to the Office of Budget Planning and Administration, the approved FY 2015 budget for MANCI was $48,625,285. However, according to their budget overview, the approved FY 2015 budget for MANCI was $48,674,792.03. Based on the MANCI Budget Overview, MANCI spent $48,455,641.12 of their allocated budget with an additional $213,612.06 of encumbrance and had a remaining budget balance of $5,538.85. 228 According to their FY 2016 Budget Overview, MANCI has an allocated budget of $48,973,553.42. 229 According to the MANCI Budget Overview, the approved FY 2014 budget for MANCI had an allocated budget of $47,512,539.78 and spent $47,476,375.60. CIIC: Mansfield Correctional Institution 78
Chart 5 Daily Cost Per Inmate by Security Classificationli FY 2015
$250
$200
$150
$100 $51.12 $50
$0
TCI
PCI
CCI NCI RCI DCI
MCI
WCI
RICI
SCC OSP
CRC FMC
GCC
LECI
BECI LOCI TOCI
ORW
AOCI
MACI
SOCF
NERC
NCCC
LAECI LORCI MANCI Level Level Level Reception Medical/ 1/2 3 4/5 Female
Fiscal Audits
In their most recent internal fiscal audit, MANCI was compliant in each of their applicable mandatory standards for an overall score of 100.0 percent.lii In their most recent external fiscal audit, MANCI was compliant in seven of their eight standards for an overall score of 87.5 percent.230liii The auditor required an action plan from MANCI to address the standard that was not met during the external audit.liv
Overtime Management
In FY 2015, MANCI paid $3,350,142 in total staff overtime costs, which was a decrease of 9.6 percent from FY 2014.231lv The amount of paid overtime in FY 2014 was more than the DRC average.232lvi In FY 2015, MANCI paid $2,561,002 in correctional officer overtime costs, which was a decrease of 15.9 percent from FY 2014.233lvii The amount of correctional officer paid overtime was also more than the DRC average for FY 2014.234lviii
230 MANCI was non-compliant in their asset management fund. 231 In FY 2014, MANCI paid $3,704,085.85 in total staff overtime. 232 In FY 2014, the average DRC total staff overtime was $2,303,085. 233 In FY 2014, MANCI paid $3,045,662.10 in correctional officer overtime. 234 The average DRC correctional officer overtime paid in FY 2014 was $1,876,780.44. CIIC: Mansfield Correctional Institution 79
Inmate Property Loss Reimbursement
In CY 2014, MANCI paid $1,578.76 in property loss payouts which was a 22.4 percent decrease from their CY 2013 property loss reimbursement costs.235lix Their CY 2014 settlement rate also decreased from CY 2013.236 In CY 2013, the MANCI rate of property settlements was higher than the comparator prison.237lx In CY 2014, MANCI inmates filed 165 grievances regarding personal property including 93 grievances (56.4 percent) for property that was lost, damaged, or confiscated by staff.lxi Total property grievances increased in comparison to CY 2013.238lxii
Chart 6 Property Settlement Rates (per 1,000 inmates)239 CY 2013 $4,000 $3,500 $3,000 $2,500 $2,000 $1,500 $815 $1,000 $500
$0
TCI
PCI
CCI NCI RCI DCI
MCI
WCI
RICI
SCC
OSP
LeCI CRC FMC
GCC LoCI ToCI
BeCI
MaCI
ORW
AOCI
LorCI
SOCF
NERC
NCCC ManCI
Level Level Level Reception Medical/ 1/2 3 4/5 Female
Cost Savings
The following cost savings provided by MANCI are based on initiatives that were implemented during 2014-15 :lxiii
o Cooler-Freezer240 $28,000 o Purchase of new ice machines241 $10,500 $38,500
235 MANCI paid $2,034.57 in property loss payouts for CY 2013. 236 In CY 2014, MANCI had a property settlement rate of $614 per every 1,000 inmates. In CY 2013, the MANCI average property settlement rate was $815. 237 In CY 2013, the average property settle rate was $472 for the comparator prisons (Level 3). 238 In CY 2013, inmates filed 124 grievances regarding property loss including 48 grievances for items that were lost, damaged, or confiscated by staff. 239 Property settlement rate is calculated for each institution by dividing the cost of property settlements by the average institution population for the year. Then multiplying that number by 1000 (cost of settlements/ CY 2013 average population =dollar amount x 1000 = rate). 240 Purchased more efficient cooler-freezer. 241 Purchase of new ice machines saved money on parts for repair of old machines and the purchase of ice. CIIC: Mansfield Correctional Institution 80
MANCI purchased a new dish machine during FY 2015 which reduced the purchase of Styrofoam trays. However, no dollar amount was provided. Additional costs savings initiatives can be found in the environmental sustainability section.242
Infrastructure
The following capital improvement requests were submitted during FY 2015- 2016:
o Replace HVAC rooftop units $975,000.00 o New fence-alarm system $624,925.80243 o De-obligated $503,892.43 o Camera/security system $450,000.00 o Boilers upgrade $267,619.53 o Dishwashers upgrade $201,107.57 o Fire suppression system $50,000.00 $3,072,545.33
The following Job Order Contract (JOC) requests were submitted during FY 2013-2018:
o Food service renovations $421,549.18 o Floor tile replacement $200,000.00 o Control center key watch system $128,622.66 o Vehicle shelter/storage building $125,000.00 o Freezer/cooler equipment upgrade $117,130.72 o Upgrade/replace the exterior lighting $100,000.00 o High efficiency lighting-garage $26,563.45 o Sink hole study $7,500.00 $1,126,366.01
In addition to capital improvement project requests listed above, MANCI also recently completed renovation of their dental area and the rooftops of the housing units and segregation.
B. ENVIRONMENTAL SUSTAINABILITY
CIIC’s evaluation of environmental sustainability includes a document review of the utility bills and an interview of staff regarding the implementation of cost saving initiatives, both those required by policy and those independently developed by staff. CIIC rates environmental sustainability as GOOD.
242 In addition to capital improvement project requests listed above, MANCI will also demolish a barn. However, the costs associated with the demolition were not provided. 243 Includes two charges of $312,462.90 for FY 2015 and FY 2016 for a total cost of $624,925.80. CIIC: Mansfield Correctional Institution 81
Utility Conservation244
In FY 2015, MANCI decreased their water usage by 5.1 percent. MANCI also slightly decreased their electrical usage by 0.3 percent but slightly increased their natural gas usage by 1.4 percent.lxiv MANCI increased their total utility costs by $20,196.89 (1.3 percent) in FY 2015. The most significant increase was in regard to their natural gas costs which increased by 20.3 percent. However, their water costs decreased by 5.1 percent and their electrical costs decreased by 4.1 percent in FY 2015.lxv The FY 2013-2014 utility consumption and costs comparisons245 are illustrated in the following chart:
Energy FY FY Percentage of Type 2014 2015 Change
Water 66,223,547.46 gal 62,836,368 gal -5.1% (gal) $529,399.22 $502,549.08 -5.1%
Natural Gas 57,521 ccf 58,304.5 ccf 1.4% (mcf) $356,653.18 $429,123.04 20.3%
Electric 8,816,054 kwh 8,793,798 kwh -0.3% (kwh) $618,326.17 $592,903.34 -4.1% Total Costs $1,504,378.57 $1,524,575.46 1.3%
Recycling
In FY 2015, MANCI recycling projects resulted in $12,393.99 of revenue which was a significant increase from the $1,041 of reported revenue for FY 2014.246lxvi The revenue rate that MANCI earned from recycling in FY 2014 was more than the comparator prison.247
244 The DRC established a goal for each institution to reduce its annual utility costs by five percent. Natural gas, water and electricity are the primary utilities targeted for reduction of use. 245 Comparison reflects the invoices received during the following periods: July 2013 – June 2014 and July 2014- June 2015. 246 In FY 2014, MANCI earned $1,041 in recycling revenue. 247 The average FY 2014 recycling revenue rate for the comparator prisons was $4,234. In comparison, MANCI had a recycling rate of $414. CIIC: Mansfield Correctional Institution 82
Chart 7 Recycling Revenue Rates (based on inmate population)248 FY 2014
$20,000 $18,000 $16,000 $14,000 $12,000 $10,000 $8,000 $6,000 $4,000 $2,000 414
$0
TCI
PCI
CCI NCI RCI DCI
MCI
WCI
RICI
SCC OSP
LeCI CRC FMC
GCC LoCI ToCI
BeCI
MaCI
ORW
AOCI
LorCI
SOCF
NERC ManCI
Level Reception Level Level Medical/ 3 4/5 Female 1/2
Sustainability Audit
MANCI conducted a sustainability audit which outlined additional energy conservation and waste reduction initiatives from FY 2015.249lxvii
Sustainability Cost Savings and Avoidance
The following cost savings provided by MANCI are based on initiatives that were implemented during FY 2015.
o Purchased a pulper (reduced waste collections) $11,000
Sustainability Programs
MANCI currently does not have a Roots of Success program. However, MANCI does offer a Food Bank Garden program.250lxviii MANCI has 20 inmate re-claimers who earn $19 per month.lxix
248 The recycling revenue rate is calculated for each institution by dividing the recycling revenue by the average institution population for the year. Then multiplying that number by 1000 (cost of settlements/ CY 2013 average population =dollar amount x 1000 = rate). Dollar amounts are documented in whole numbers. 249 The sustainability audit found the following: MANCI is planning to replace roof top units and boilers in some areas, installed high mast lighting, some areas need to be de-lamped, some HVAC units need to be replaced, staff and inmates are made aware of the need to keep windows and doors closed and proper water usage, and reduced some utility costs. 250 The Food Bank garden program offers general life skills in garden crop production and care to approximately 20 to 25 inmates at MANCI. CIIC: Mansfield Correctional Institution 83
C. STAFF MANAGEMENT
CIIC’s evaluation of staff management includes a data review and staff interviews regarding overtime management, turnover ratio, morale, training, and evaluations. CIIC rates staff management as ACCEPTABLE.
Workplace Environment
CIIC interviewed 15 correctional officers who provided the following insight regarding the MANCI workplace environment:lxx
o The majority of the officers interviewed believe the institution is well-run. Most officers credited the current Warden and his administration for making the facility better run than in previous years. o Most officers feel supported by the current administration. Also, all the officers interviewed feel supported by their immediate supervisor in regard to addressing any issues and concerns at the institution. o Most of officers interviewed believe that staff get along well and work well together. o Some officers believe that their interactions with inmates could be improved with additional interpersonal communication skills training. o Most officers interviewed equally rated morale as “high or very high” and “average.” One reason for the high rating is that officers believe the current Warden is more hands on and communicates very well with the officers. Several officers relayed that the Warden seems willing to listen to officer concerns which is different than previous Wardens. Many officers who rated morale as average stated they would have rated morale as low or very low a year ago. However, morale is improving under the current administration.
CIIC received 133 responses back from MANCI correctional officers. Most of the results of the surveys indicate that correctional officers have mixed opinions regarding their institution. lxxi
Positively,
In regard to officers’ overall opinions of the facility, the majority of officer survey respondents (73.4 percent) believe the facility runs better now than it did the previous year. In regard to supervision, 84.6 percent of officer survey respondents understand their supervisor’s expectations. Also, 77.1 percent of survey respondents relayed that their supervisor is available when needed and 67.4 percent of the survey respondents have confidence in their supervisor. Additionally, half of the survey respondents (50.0 percent) believe they are adequately informed when they come on shift. Most officer survey respondents responded positively to questions regarding job satisfaction. According to the survey results, 73.3 percent of the survey CIIC: Mansfield Correctional Institution 84
respondents were satisfied with their job. Additionally, 70.5 percent of staff do not frequently think about quitting their job. Most survey respondents (68.5 percent) have a good opinion of the facility. The majority of survey respondents (77.3 percent) believe they receive the appropriate training to do their job well. The majority of officer responses to questions regarding their co-workers were also positive. Survey results indicate that 82.6 percent of survey respondents trust their fellow officers to have their back. Most officers (68.4 percent) believe their co-workers are competent and most officers (67.4 percent) believe that staff get along. In regard to overtime, 96.1 percent of the survey respondents answered positively and do not work an excessive amount of overtime.
Negatively,
Although most officers provided positive responses regarding supervision, 66.9 percent of survey respondents believe that supervisors show favoritism. Also, nearly half of the survey respondents (48.1 percent) relayed that they receive inconsistent requests from two or more supervisors. Also, only 50.8 percent of survey respondents believe the right people receive promotions at MANCI. According to the survey results, only 47.3 percent of the survey respondents believe that morale is good. Although the large majority of officers believe the institution is run better now than it was a year ago, it is surprising that only 60.2 percent believe the institution is run well now. Also, somewhat surprising is that only 63.6 percent have confidence in the facility’s administration. The majority of officers responded positively (62.1 percent) when asked if the administration was open to their input. However, improvements could be made in this area considering that only 52.3 percent of officers actually feel appreciated at the facility. In regard to employee discipline, only 43.1 percent of the officer survey respondents believe that employee discipline is consistent. Communication is an area of concern. Only 54.1 percent of post orders are consistently followed.
A review of the two open-ended survey questions found that more officers responded to the question regarding “one change they would make” in comparison to the “one positive aspect” at MANCI.lxxii
Survey results indicate that 90 officers responded to the “one change that you would make.” Some of the changes that officers would make included more job training, contraband (including drugs, tobacco, and cell phones), a need to replace certain staff, improved security on the perimeter, more consistent communication especially from some supervisors, favoritism, and a request for more correctional officers.
CIIC: Mansfield Correctional Institution 85
In comparison, 87 officers responded to the “one positive aspect” question. Some of the positive aspects of MANCI relayed by correctional officers were regarding the Warden and his ability to communicate with officers, receiving a consistent paycheck, comradery between officers, response times to incidents, going home safely after their shift, overall support from their fellow co-workers.
The MANCI cultural assessment report from December 2013 found some similarities to the officer interviews and survey responses.
Positive characteristics regarding the MANCI culture included the approachability and communication skills of the Warden. Staff relayed that the Warden appeared to be committed to staff recognition and was responsive to staff concerns. Other positive characteristics included staff experience which includes staff with diverse backgrounds, plans to re-open two housing units (5A and 5B), staff taking ownership of the institution, and the institution’s commitment to the city of Mansfield.
However, the assessment also found several opportunities to improve the culture. Some concerns raised by the assessment were staff division, a lack of engagement with agency direction, the 3-Tier system, use of force and a misunderstanding of the application of force, resource deficiencies such as equipment and information technology. Other concerns were a lack of trust among staff, operational inconsistencies related to inmate movement and following post orders, communication barriers related to information sharing, and lack of confidence in training as it relates to new staff.
Evaluations
In FY 2015,251 MANCI staff completed only 284 (45.8 percent) of 620 required performance evaluations on time.lxxiii Additionally, MANCI supervisors completed only 59.2 percent of all required evaluations.lxxiv The large majority of officer survey respondents (74.8 percent) believe their direct supervisors conduct performance evaluations that are fair and present an accurate picture of their actual job performance. Additionally, most officer survey respondents (67.7 percent) believe their supervisor provides good feedback regarding their job performance.lxxv
251 Fiscal year 2015 includes data from July 1, 2014 to June 30, 2015. CIIC: Mansfield Correctional Institution 86
Training252
The FY 2015 MANCI mandated training completion rates consisted of the following:lxxvi
o Defense Tactics: 99.5 percent253 o CPR/First-Aid: 99.3 percent254 o Oleoresin Capsicum (OC) Spray 99.3 percent255 o Firearms Training: 98.1 percent256 o In-Service Training: 94.7 percent257
Turnover Ratio
In FY 2015, MANCI had a 7.2 percent total staff turnover ratio,258 which was a significant decrease from FY 2014.259lxxviilxxviii The 2014 turnover ratio was higher than the DRC average.260 In FY 2015, MANCI had a correctional officer turnover rate was 12.2 percent, which was an increase from FY 2014.261 The 2014 correctional officer turnover rate was higher than the DRC average.262lxxix
Vacancies
On the day of the inspection, MANCI reported 41 total vacancies263 including 19 correctional officer vacancies (4.4 percent of the total funded correctional officer
252 DRC required 40 hours of in-service training for custody staff (all non-clerical/support designated staff) and 16 hours in-service training for non-custody (clerical/support staff). According to DRC policy, 39-TRN- 02 (“In-Service Training”), the prisons are mandated by the CTA to ensure custody staff receives annual re-certification training on the following topics: firearms, unarmed self-defense, CPR/First Aid, and in- service training. Institutions are only mandated to take CPR every other year. These topics are derived from Administrative Regulations, Legislative/Judicial Requirements, ACA Standards, DRC policies, and/or other Department Training Advisory Council recommendations. The goal of each institution is for all required staff to complete 100 percent of their required training by the end of each fiscal year. In FY 2014, MANCI was not required to conduct CPR or OC-Spray training. 253 598 of 601 staff successfully completed their training. Two staff were on disability through the end of the fiscal year. One staff failed the course and then went on disability through the end of the fiscal year. 254 597 of 601 staff successfully completed their training. Two staff were on disability and two staff were on military leave through the end of the fiscal year. 255 597 of 601staff successfully completed their required training. Four staff were on military leave, two staff were on disability through the rest of the fiscal year, one staff failed the test and currently works at post that does not require firearms certification, and one staff had a medical condition. 256 411 of 419 staff successfully completed their training. 257 569 of 601 staff successfully completed their training. 32 staff did not complete the program due being on disability leave. 258 Most of the turnover was a result of resignations with 27 during FY 2015. 259 In FY 2014, MANCI had a 9.3 percent total staff turnover rate. 260 In FY 2014, the average DRC turnover rate was 7.8 percent. 261 In FY 2014, MANCI reported an 11.5 percent correctional officer turnover ratio. Most of the turnover was a result of transfers and resignations. 262 In FY 2014, the average DRC correctional officer turnover rate was 8.0 percent. CIIC: Mansfield Correctional Institution 87
positions).264lxxx The number of total vacancies was less than the number of reported vacancies from the 2013 inspection.265lxxxi
Recruiting and Retention Initiatives
MANCI recruiting initiatives includes communicating and building relationships with local area colleges.266lxxxii Additionally, MANCI retention initiatives includes second interviews conducted by the Warden or designee, utilization of behavioral based interview questions that are specific to the open position, providing a full tour of the facility to prospective new hires, and a greater focus on employee recognition by the appointing authority.lxxxiii
FISCAL ACCOUNTABILITY RECOMMENDATIONS
Develop and implement additional costs savings strategies.
Implement the Roots of Success program.
Develop strategies to address officers’ perception of favoritism and inconsistent communication by some supervisors.
Ensure performance evaluations are completed on time.
Consider additional recruiting and retention initiatives to reduce the number of vacancies and the correctional officer turnover ratio.
263 In addition to the vacant correctional officer position(s), there were also vacancies in classification/reception, custody, maintenance, medical services, and mental health services. 264 According to their personnel staff, MANCI is funded for 436 correctional officer positions filled. Staff relayed that six officer positions were recently filled and reported 19 vacancies on the day of the inspection. 265 During the 2013 inspection, MANCI reported 55 vacancies including 32 correctional officer positions. 266 Communication with the following local universities includes Ohio State University Mansfield Campus, Ashland University, and North Central State College.
CIIC: Mansfield Correctional Institution 88
VII. APPENDIX
A. INMATE SURVEY
A voluntary, confidential and anonymous survey of a representative sample of the prisoner population was carried out during this inspection on August 3, 2015.
The survey was administered using a systematic sampling method of inmates stratified by housing unit. A sample of approximately 659 inmates was selected from 2,682, the institutional population. The sample size was chosen so we would have at least a 5 percent margin of error.
At the beginning of the inspection, institutional staff provided a printout of inmates by housing unit to CIIC staff. CIIC staff selected every fourth inmate on each housing list printout in the main compound and every other inmate on the housing list at the camp. CIIC staff attempted to speak to each selected inmate in their respective housing unit. Staff explained the purpose of the survey, providing each inmate with the survey and an empty envelope. Inmates were directed not to write their name or number on the survey or envelope. After completion, inmates were instructed to place the survey in the envelope and place it in manila envelope provided by CIIC staff on the corrections officer’s desk. CIIC staff conducted sweeps of each housing unit in the afternoon to pick up the manila envelopes on the officers’ desks. Additionally, inmates had the opportunity to return the surveys by mail, at the expense of the inmate.
In the sample, six blank surveys were returned and 424 completed surveys were received. The number of completed surveys represents 15.8 percent of the total population.
The questions are replicated on the following pages. Demographic counts are represented in questions 44 thru question 48. With the number of returned surveys, we are 95 percent confident that the proportion of the population who agree with the closed-ended statements, is the number given plus or minus the margin of error of 5 percent. Questions 42 and 43 are open-ended questions and are typed out at the end of the report.
The results from the survey form part of the evidence base for our inspection.
CIIC: Mansfield Correctional Institution 89
CIIC: Mansfield Correctional Institution 90
CIIC: Mansfield Correctional Institution 91
CIIC: Mansfield Correctional Institution 92
CIIC: Mansfield Correctional Institution 93
CIIC: Mansfield Correctional Institution 94
MANCI Main Compound Open-Ended Responses
What is ONE positive aspect of this prison?
1. They treat us fairly most of the time 2. If you don’t like how it is don’t come back 3. Reflection on self-improvements 4. You have a cell to go to get some quiet!! 5. N/A 6. N/A 7. – 8. They “try” to do their jobs the best they can 9. – 10. – 11. Recreation ATs try to provide as many options as possible for inmate activities 12. ? 13. None 14. None 15. None 16. – 17. – 18. Cable TV 19. – 20. The Warden will talk to you if he’s around 21. – 22. Your mom 23. N/A 24. The freedom to be out of the cell more throughout the day when 3A status 25. N/A 26. The religious services are good! 27. The cells 28. – 29. – 30. None 31. Time to yourself! 32. Cells are nice, to get away from too many people 33. I like the cells because I don’t like being around the ignorant people in here (98% of the population) 34. Lazy COs 35. Good staff and fair treatment to all inmates 36. None 37. Cable and movies 38. N/A 39. It’s clean! And the workout station inside the blocks 40. Getting out of prison!! 41. The recovery services is a program that is beneficial CIIC: Mansfield Correctional Institution 95
42. Cells are more private 43. – 44. Cell 45. Recovery service because there staff cares and there’s 4 meetings weekly 46. They have an OPI shop 47. Commissary 48. I have had 17 years to apply myself to school/GED, other programs, and grow up to understand that the way I was living was very wrong 49. The OPI is still good, but the so-called “sensitivity screening” is running that into the ground 50. N/A 51. Time to think and prepare for society without stress of bills or peer pressure 52. – 53. The ability to stay busy by working in the institution 54. I’ve been here 8 months and I can’t think of one thing honestly! 55. None 56. It gave me a positive outlook on life and when I get out I’m never coming back 57. It’s clean 58. ? 59. The TLOC Dog program, it’s good for the inmates and the rescue dogs 60. Dental doesn’t cost no copay 61. Cable. Good commissary 62. Nothing at all for real 63. Me myself and I 64. School 65. – 66. Housing people who have broken the law…in the eyes of the law 67. There’s not one I can think of this place is bad around the board 68. – 69. – 70. Piece of mind by it having cells. 71. Nothing positive 72. N/A 73. Nothing comes to mind 74. – 75. – 76. – 77. Church 78. Not one thing! 79. – 80. None 81. Islamic prayer services 82. Staff understand 83. – 84. – 85. TV channels CIIC: Mansfield Correctional Institution 96
86. – 87. None 88. Making money $ 89. N/A 90. Nothing it’s rare the administration cares 91. N/A 92. Nurses are thorough 93. Most staff are professional and do their job well 94. – 95. Better moving 96. Movement 97. It’s laidback 98. AA, NA 99. Cell housing/it’s private and you can get away from the bull 100. None 101. Open dayrooms for whole block, not range by range. 102. I can’t answer that cause it’s nothing positive here 103. Food 104. [illegible] 105. Medical 106. – 107. N/A 108. It’s not one 109. Fundraiser. Commissary 110. Certain staff members who carry themselves professionally and treat others with respect because they look to be respected 111. None 112. Case manager unit she wants to help all inmates 113. The staff is willing to listen and help inmates 114. Cells 115. You get to sleep at night! 116. – 117. TV channels 118. – 119. College, if you can get in 120. – 121. – 122. It’s an outside camp 123. None 124. I don’t know of any right now 125. – 126. We get to go outside and it has a faith-based pod 127. Monthly food/program fundraisers 128. The few inmates, COs, and Staff persons who treat each other with respect 129. Learning how to become a carpenter CIIC: Mansfield Correctional Institution 97
130. They provide some place to sleep. That’s really it 131. Privacy 132. – 133. None 134. It’s growing me up 135. Visitation is one positive 136. 0 137. Rehabilitation 138. The cells 139. Cells 140. None 141. – 142. Television and movie channel 143. - 144. The ministry program is exceptional 145. The TV channels 146. None 147. – 148. Nothing at all 149. Tyro 150. Decent TV 151. – 152. – 153. TV channels 154. – 155. Easy to live here 156. Nothing cause you won’t change it 157. Pretty clean and not locked down 158. Programs 159. None 160. The mental health staff 161. Can’t name one cause if I did they would take that also… 162. The day I leave from it! 163. The landscaping is really nice. When we can get outside it’s a nice view 164. N/A 165. Time to think 166. Dog program!! 167. – 168. N/A 169. – 170. N/A 171. Nothing 172. – 173. There’s a TV in the dayroom and inmates are out the majority of the time and phone calls are cheaper now. Nice pacification [?] devices 174. We go to commissary every week CIIC: Mansfield Correctional Institution 98
175. It gave me a lot to think about 176. Nothing 177. Leaving it 178. Sleep. It’s so corrupt here. The Warden or white shirts don’t care 179. – 180. N/A 181. It better than Lebanon in the fact that it is cleaner 182. It sucks 183. 3A out of cell 184. None 185. There aren’t any 186. Being able to go in your cell and lock the door 187. None 188. Privacy of a two-man cell 189. I have an outdate 190. Privacy 191. – 192. You can have normal clothes not just state issued 193. Cannot really think of one 194. Can’t name one 195. None I can think of. Seriously. 196. Nothing. Please help us!! 197. Direct TV. Cable. 198. Nothing 199. The loaner TV program is something new to me 200. From a prisoner view none. Not enough programs to help better ourselves. I’ve tried to get a GED but was told I have too much time. 201. No prison is positive. Nor does any rehabilitation. 202. Close to home 203. N/A 204. It has cells 205. The ABE classes 206. Work out. That’s it. 207. – 208. N/A 209. I don’t have one 210. The amount of disciple preparation groups MANCI offers. It’s great! But could have more of an essay aspect to it. 211. Nothing 212. Being able to take picture with your family on visitation 213. Nothing 214. N/A 215. – 216. Channels on TV 217. Programs CIIC: Mansfield Correctional Institution 99
218. Faith based programs and chaplains are fantastic. Would stay at a Level 3 just because of how wonderful the chaplains have made it for those of faith 219. The ability to self-rehab and go home. For most. 220. Out of the cell majority of the day. 221. Friendlier and more understanding staff than Chillicothe 222. A lot of the staff treat inmates with decency and respect and help out the best they can 223. It keeps child molesters off the street 224. – 225. I have a cell and a 1 man shower. That’s two but they kind of coincide 226. None 227. Good movies during downtime 228. Good TV channels 229. – 230. OPI 231. None 232. – 233. None 234. It’s laidback if you stay out the way 235. Having a cell 236. – 237. Faith based unit 4B 238. Nothing 239. It is currently making changes with this new Arden. The old Warden we had did absolutely nothing for this prison. 240. I don’t know for real 241. When it’s time to be released all the things they education us about 242. – 243. Religious services 244. COs do not bother me 245. It is what you make it to be! 246. I don’t know 247. Cells. This gives you/me privacy and accessibility to more sleep than in a Level 2 institution. 248. There is none! 249. – 250. Tattoos 251. – 252. Can’t think of one 253. Cable TV/inmates 254. N/A 255. There isn’t one in my opinion! 256. The amount of drugs 257. COs seem alright with the inmates 258. Ride out the inmates are bads CIIC: Mansfield Correctional Institution 100
259. You have a few COs that treat you like a human being and don’t look down on you because you’re locked up. Those are the COs I have respect for. 260. – 261. They have cells 262. Staff is great here for the most part 263. I haven’t seen any since [redacted] 264. IDK 265. Inmates are starting to help each other. Rec always gives us things to do 266. Time away to better yourself 267. If you’re 3A status, you’re allowed out your cell all day 268. Nothing positive. I just pray for every person that work here and every inmate to get their life together before it’s too late because I can’t judge them so I just pray for them but nothing positive. 269. None 270. The dentist and the masonry program 271. None. It’s very bad 272. None 273. There are none 274. Education 275. – 276. NA 277. Not one at all! 278. TV 279. None at all and Mansfield Corr. Facility really need to be investigated thoroughly 280. – 281. None 282. Good movies 283. None 284. N/A 285. N/A 286. – 287. Nothing 288. Nothing 289. Women! 290. – 291. N/A. Besides being the closest institution to home, there’s really a whole lot of nothing here. No programs if so have to be within 18 months to the door and there’s a lot of young kids in here, which is sad… 292. – 293. You can get your GED and go to college here, learn a trade 294. Most prisons are in their cells or at work. This prison you can at least move out the cells a little more. 295. Ashland University and $0.75 calls 296. I think the healthcare service here is the best aspect of this prison. 297. I do not have long before I get out. CIIC: Mansfield Correctional Institution 101
298. N/A 299. At this time I honestly cannot see one! 300. Nothing 301. Commissary 302. TV 303. Good arts and crafts. Good yoga programs. 304. Not dead physically 305. OPI 306. Inmates are allowed the liberty of the pod and not locked down all day. 307. Programs 308. None 309. – 310. None 311. Nothing 312. – 313. Nothing 314. They have heat 315. Nothing 316. – 317. Variety food 318. – 319. J-Pay music 320. – 321. None 322. Commissary every week 323. None 324. If your in a black gang you can do whatever you want!! 325. Nothing 326. – 327. Close to home 328. – 329. The cable. More channels to watch. 330. None at all 331. Nothing 332. Can’t name any 333. It is close to where I am from Cleveland 334. – 335. The school
What is the ONE change you would most like to see here?
1. Food portions 2. Being so far away from home. I’m from Cincinnati 3. Better interaction between inmates and officers (more respect of time and space!!) 4. When your points and your review say -2 you should go to a lower level CIIC: Mansfield Correctional Institution 102
5. More rec. 1 hr is short. 6. NA 7. That COs at recreation call programs on time. 1st shift COs screw around sot hey don’t have to call rec or programs 8. All the gang members in one unit 9. – 10. – 11. More outside oversight of RIB, disciplinary process and appeals 12. ? 13. More rec and movement and stop putting nonviolent inmates in 3B 14. Me transferring to safer prison 15. The respect level between officer and prisoners needs to change 16. Stop locking down the whole prison when someone gets into a fight. This is prison. 17. The way we are treated and talked to 18. Recreation 19. – 20. To be issued your white clothing when this is your parent institution 21. – 22. A man changing into a fag 23. – 24. More attention paid to those who seek to try to get business grants/loans 25. Get the Felons out 26. Better care and respect when it comes to inmate! 27. More outside rec 28. – 29. Better commissary 30. Help us to be better man to our kids etc 31. Giving programs to who needs them 32. Less violence and theft. Get rid of Aramark 33. Education dept help a little more! I have a GED but am from a small county so they “can’t find” proof of one. This is my 2nd time being denied a fair chance to further my education and improve my chances. 34. Gangs allowed round inmates who aren’t 35. Parole Board to release more people! 36. Everything 37. More phone and JPay machines 38. Bring smoking back 39. The way they run chow and rec. because they wait till chow is over before they run rec 40. No. 41. I would like to see the institution bring programs here 42. Better access to the library and better selection of books 43. – 44. Staff respecting inmates! 45. Food service. Their staff and inmate works suck. They just don’t care! CIIC: Mansfield Correctional Institution 103
46. Put all the different gangs in their own blocks. Bloods in one block, Crips in one on and on. A lot less crap. 47. Easy to enroll in school here. No matter length of sentence. 48. More programs for inmates who are doing 15, 20, 25, 30 to life and to lift ban on being 5 years until your release or parole date to be in programs like college, trades, or anything to help better yourself. 49. Make the entire south side 3B pods. Quit punishing the 3A pods for the antics of the 3B pods. Quit feeding lockdown pods first. This disrupts the schedule of the institution and the chow hall runs out while feeding non-lockdown pods. 50. Staff members to treat individuals as humans 51. Boxing because it will give youngsters something to do to relieve stress 52. Inmates running the programs and housing more 53. Food service 54. More programs/opportunities for rehabilitation 55. More programs 56. The food, longer recreation time and start back selling tobacco 57. More outside rec 58. The dog program and how it ran! 59. Accountability for staff. They seem to do or not do whatever they want with no regard to ARs or rules and no consequences. 60. More program opportunities 61. More recreation time 62. To get to a laidback pod and get my level dropped 63. More respect from the COs and les racial slurs from the COs. That’s what this prison needs. 64. Less lockdown 65. – 66. My being here…I’d rather be at home…I’m charged with failure of the address change. 67. The way inmates are allowed to get funds. It should be from anyone. 68. – 69. More JPay machines and more phones 70. Just respect and fair treatment from COs to inmates because this is a prison and not a plantation 71. More rec and let people with longer time get into college 72. Let inmates get in programs and more rec 73. Staff and how they treat inmates 74. – 75. More programs 76. Less aggression by the COs. More recreation outside. 77. Being able to go to school 78. N/A 79. – 80. – 81. Better improvements in the size and quality of the food! 82. Visits CIIC: Mansfield Correctional Institution 104
83. The point system far as security reviews go. It’s so hard to be dropped so what are you really trying for? 84. – 85. Staff doing their jobs answering kites, informals 86. Food/rec 87. More recreation. Bigger food portions. Easier access to programs 88. Sell cellphones on commissary/better communication with family, friends. 89. Food 90. Stereotyping as gang members and creeps 91. N/A 92. Receiving mail faster, takes up to 7-10 days sometimes 93. Be consistent. Some inmates can do what they want and others are held to a much higher standard 94. – 95. Better food 96. The food service 97. The woman that works in the visitation room. She takes up the whole visit making announcements and bothering people. 98. More programs for cutters. Staff held accountable for their actions. 99. The administration. They need old law admin who know how to run a prison and not just push a pencil 100. Programs 101. Staff accountability. There are a lot of conditions not on your form. Bedding (mats), clothing issue (shoes and boots for winter. We have to walk outside to other areas and the shoes are mesh. So during winter and rainy days feet get wet and cold. 102. Disrespect from staff 103. More phones 104. [illegible] 105. More food on trays (portion size) 106. – 107. People going home 108. More schooling and more jobs 109. Aramark food service 110. Properly trained staff and older inmates separated from the young so everyone isn’t disciplined for their actions 111. Movement and more programs 112. Better communication with staff concerning programs and food 113. I would like to see us get cable TV 114. Move over all programs and jobs 115. State pay prison raises! 116. – 117. A lot, food, fundraisers, more channels 118. A lot of these young gang members removed 119. Food services 120. – CIIC: Mansfield Correctional Institution 105
121. – 122. The daily rec schedule to be accurate 123. Staff following rules 124. Less inmate on inmate violence 125. – 126. Food service 127. Food service situation as far as the quality and condition of the food as well as time permitted to eat 128. Some serious consideration to developing and fostering truly rehabilitative programs (or be honest and drop “rehab” from ODRC). 129. How the COs should respect us as human beings and more portion on food 130. Rec, to get more of it and the food portions and kinds 131. Food 132. Gang activity 133. The Parole Board let more deserving people go home 134. Food 135. More movement to recreation which would be more for out the block instead of spending our entire day inside the housing unit. Our unit is like a “fireater hole.” 136. – 137. Visiting and rec 138. Them give out more loaner TVs to the inmates who do not have one 139. Back to money orders 140. Everything 141. Rec is extremely important to balance 142. The continuous locking down of blocks for no good reason. They lock us down and have no one to answer to as to why. They do what they want here. It unlike any prison I’ve been to. 143. – 144. Recreation schedule followed accordingly 145. The law library – the computers are broken and they have taken all the books out so it is inadequate for us to study for our cases 146. The food 147. – 148. Food 149. More programs 150. More recreation and out of block activity 151. – 152. – 153. Cheaper commissary 154. – 155. More freedom 156. Programs but nothing cause you won’t change it. 157. Able to get in to programs faster 158. More outside privileges CIIC: Mansfield Correctional Institution 106
159. Bring tobacco back 160. Less gang activity 161. Nicer staff… 162. Young with young and old inmates with old. The young steal from the old. Someone will get killed. R U listening? 163. More constructive and meaningful programs especially for longterm offenders. They only have superficial programs 164. Better programming availability 165. Education for myself 166. Visiting, food, rec etc 167. Food. The violation of civil rights 168. N/A 169. Use correct DRC forms 170. N/A 171. Able to go to library 7 days a week 172. The food service 173. Programs and education. Inmates are warehoused and not rehabilitated. The majority of inmates are turned away because they have too much time or because they are 3B. it should be mandatory not a privilege 174. Get to spend more money at commissary 175. – 176. Get closer to Cincinnati to get visit and better on the food and phones! 177. Administration who actually do what they are paid to do!! 178. Corruption 179. Visits better 180. NA 181. Programming for prisoners with more than 5 years to do. 182. Allow smoking 183. More rec for 3A inmates 184. More respect from correctional officers. We all the same. 185. Food; dignity and respect between everyone; anti-theft; extortion 186. Recreation, staff purposely deny us all the time 187. None 188. Better food portions 189. Chowhall food better 190. Food quality and quantity 191. More programs 192. Better food service 193. Pill call on time 194. Aramark gone 195. Inmates not in gangs placed in safer units. Because staff can’t help the situation much. 196. People helping us survive. 197. – 198. More phones in the pods 199. Sex offenders separated from others, expressly gang members CIIC: Mansfield Correctional Institution 107
200. Aramark gone. And rec schedules followed. 201. If anything, more recreation! 202. Stop the drugs, esp suboxone and heroin from coming in. it’s an epidemic and rampant here. Crack down!! 203. I would like for the selection of food for commissary to be a little better. 204. All gang bangers removed. Inmates under 5 years better food served. The police need better communication skills with inmate. 205. More time out of the units – more recreation 206. The staff all need to change ASAP. And drop levels. I been here a year no tickets. 207. Better food 208. Sell e cigarettes 209. More recreational time and better food 210. How the judge/courts have better relations with us 211. Nothing 212. The way COs treat inmates that’s scared to stand up for themselves 213. More rec 214. The food 215. Duty officer to make sure officers are getting to rec after meal services are over in timely manner and when block don’t get rec, it is recorded and something is done about it 216. Change how to schedule visits, change rec procedure, add pictures are visits with family 217. More phones 218. 50 and over programs in particular rec every day – working guys are ticket free/3A status do not have rec as often as 3B locks knuckleheads – cannot figure 219. An interaction between Parole Board members, so access to members are readily accessible 220. – 221. Better service and items at commissary 222. Better food and food service. Sorry have to put two – more rec availability especially for inmates that are working or going to school when their pod is called to rec 223. Have the option for conjugal visits 224. All 225. Better overall food service and dining hall 226. Aramark food services gone 227. Not to be taxed because of others’ mishaps of foolishness 228. More predictable schedule 229. – 230. Recreation ran on time and on schedule 231. Staff following rules (AR) and doing their job 232. – 233. A lot 234. The black gangs 235. Racial balance in the units. Most units are 79-82% black CIIC: Mansfield Correctional Institution 108
236. – 237. Variety of meats for lunch/dinner instead of processed turkey 238. More white people 239. I would like to see better TV, 3A pod gets ESPN and the rest of the non lockdown blocks don’t. We want. 240. Gangs 241. Officers that are not power struck 242. Access to programs/jobs 243. More positive staff 244. More freedom 245. The movement of inmates 246. More food on tray and variety. Less processed meat. 247. If you ask me less violence and better food go hand and hand 248. The food 249. – 250. Aramark’s gotta go! 251. More protection for inmates who are older and for inmates who are not gang affiliated 252. The size of our meals 253. Jobs 254. Better food 255. The staff actually pay attention to the violence that goes on around them. Too many people are getting hurt. We have to live here so we know if we aren’t safe on the compound or not. Thank you! 256. More and better food 257. Phone problems 258. Inmates not fighter with old peoples 259. A better living conditions such as cleaner showers, paint the cells, and seal the cracks so ants can’t get in 260. – 261. More education and help for the ones that want change. And get rid of all gang members. 262. Drugs to lessen 263. I would like to see if someone is innocent and tell RIB to check camera to prove their innocence and for staff to do their job. 264. Don’t matter 265. We can be judged fairly. Not discriminated 266. Food/recreation 267. The way “they,” being admin change stuff every month 268. For staff member to give inmates a fair chance 269. Correction officers 270. Get treated like human beings and break the little Felon gang up 271. Single man cells 272. Food 273. Better food made available and wider opportunity to gain access to programs and jobs CIIC: Mansfield Correctional Institution 109
274. The staff actually doing their job 275. – 276. NA 277. Gang violence 278. Rec. more programming 279. Quartermaster 280. – 281. The food quality and portions 282. More phones and Jpays 283. More dedicated staff that fully do their jobs 284. More jobs for inmates 285. Investigate people’s conduct reports. Do a full investigation. 286. – 287. Programming 288. Nothing 289. Different staff! 290. – 291. Decreased the violence 292. See more portions on the tray 293. Getting the help and respect from the people who work here by doing their job and leaving their personal life at home 294. Something for older inmates’ numbers or a 40 and over block program for more positive things like starting your own business 295. Use 5 House for violent inmates not for drugs or tobacco or phones [illegible] all the violent people run the compound 296. The staff working together for the inmates and not putting us down because we are inmates 297. More job, more go programs 298. More food and tobacco 299. More access to program that can help me change 300. Food. Employees who do their job 301. Actual working cameras or tobacco sold in commissary 302. Different variety/type of commissary 303. Punishment should be limited to offenders not the entire pod 304. Everyone allowed to have a phone (cellphone) 305. Gangs 306. Administrators and white shirts cease covering up for COs when they assault inmates unjustly or spray inmates without cause 307. Visitation 308. Scheduling of visits were easier and more Saturday visits 309. – 310. Safer prison 311. Cleaning 312. I would like to see the yard opened up instead of 10 minute movement. 313. Respect 314. They need to figure 3B status out not change it or criteria every week CIIC: Mansfield Correctional Institution 110
315. More food and more rec 316. – 317. Mental health 318. – 319. Access to college for everybody, and more programs 320. – 321. Medical care and bring back smoking 322. Better medical care 323. More movement 324. Bring back tobacco 325. Close 326. – 327. Too many people here! 328. – 329. The food, more and different types 330. Fix the waiting list on programs 331. C/O die kill all niggers 332. Maybe a hour or so more of inside wreck in the lockdown blocks to call family 333. More respect from staff etc. toward inmates like myself that give it who acts there age 334. – 335. 5 house
CIIC: Mansfield Correctional Institution 111
CIIC: Mansfield Correctional Institution 112
CIIC: Mansfield Correctional Institution 113
CIIC: Mansfield Correctional Institution 114
CIIC: Mansfield Correctional Institution 115
CIIC: Mansfield Correctional Institution 116
What is ONE positive aspect of this prison?
1. No trouble 2. Non violent 3. Green 1st shift CO very helpful 4. None 5. – 6. Don’t care 7. Safe as far as violence 8. Cheap tobacco 9. – 10. No altercations 11. Low level offenders 12. Everyone knows what they need to do for things to run smooth 13. – 14. Nothing 15. – 16. That God works here and Jesus can be found Amen 17. It’s layed back here 18. Nobody is tryna act tough here 19. – 20. – 21. – 22. It’s close to home 23. Nobody cares what you do 24. Ain’t none 25. Don’t have to eat the food 26. Free $20 dollars every month 27. CO are cool 28. None 29. Laid back and no stealing 30. This one have no programs 31. Staff are professional respectfull 32. – 33. No gang activity 34. Its laid back and easy to do the compound to other institutions in the past 35. I don’t know of one, I want to get out of here and to another prison 36. Mr. Kenard. Ms. Deal. Some people actually do care about their jobs and the well-being of others 37. No one really acts out because they don’t want to go to a real prison 38. Eventually everybody leaves 39. Its laid back 40. Ashland University 41. Space, or freedom 42. – 43. No gangs CIIC: Mansfield Correctional Institution 117
44. Most COs are “layed-back,” not trying to write people up for “petty” infractions 45. Visitation with family and friends 46. ? 47. Less people 48. Level 1 49. Not overcrowded 50. Trying to better myself 51. Easy time here 52. Rec 53. No gangs 54. Staff leaves you alone 55. – 56. – 57. – 58. College classes 59. N/A 60. None 61. Weight room is available all day as long as the equipment is working (new equipment is broke) 62. No real problem with violence, etc. 63. Single racks 64. Lots of beds 65. Church! 66. None 67. You don’t have to watch your back 68. I love the church and Bible studies 69. School and that’s all 70. – 71. As a whole nothing can be seen as a positive unless your goal is to stay or keep people in the prison system 72. Not a lot of violence 73. Lay back – no worry’s 74. College 75. Not locked down all the time 76. No fights I can do my time with out any real problems 77. – 78. – 79. Easy to sit back and do absolutely nothing if you choose to. 80. None here 81. I never want to come here again 82. – 83. 84. – 85. There is no gang activity here. 86. – 87. My GED, but 6 months to get it before we get out is not enough time CIIC: Mansfield Correctional Institution 118
88. Church and Bible studies are blessed. 89. You can have outside access
What is the ONE change you would most like to see here?
1. CAMP not LOCKDOWN when something happens behind the institution WALLS! MORE JPAY machines for LEVEL 1 offenders. MORE phone time on the phones for LEVEL 1 offenders. 2. Better work out equipment 3. Get rid of Ms. Combs out of chow hall 4. Food 5. – 6. Don’t care 7. More programs, CO Coombs being held accountable 8. Better programming 9. – 10. Exercise equipment outside, food, more programs 11. That the officers are more respectful. Because this is a camp they act crazy. If this was a normal prison these officers would be hurt badly! 12. Get rid of Aramark and have the state run food service 13. – 14. Breakfast menu constant cereal everyone can’t eat cereal 15. – 16. More men turn to Jesus for help 17. More programs 18. Food service 19. CO Coombs is a racist and does nothing but play pool, foosball, and talk shit to inmates 20. – 21. – 22. Better books in library, better or more voc. Ed. Classes (horticulture, wood working, etc…) cable or at least better deception of TV channels 23. Letting everyone do what they want 24. The visitation is only two days out the week and you only can schedule once a week the visitation is fucked up bad 25. Better food, some respect from all smile sometimes 26. More programs more involvement with inmates 27. Cleaner 28. None 29. Air conditioning 30. Food 31. More programs 32. More programs 33. Vocational programming 34. CO Combs not be as racist towards us as he is and be fair 35. Handball courts repaved CIIC: Mansfield Correctional Institution 119
36. Visitation/ phone process 37. More programs, be treated as a minimal security risk, ie work outside the fence! 38. Consistency – 1st shift rules are different than 2nd which are different from 3rd – 1st you can smoke, 2nd it’s food 3rd you can get a tattoo – etc. etc. 39. Food 40. Old (illegible) that have been over 5 yrs old, and not (illegible) violation should be tooking off, if right procedure has been taken forth and need more programs and apprenticeships. 41. Cable, more recreation 42. More programs 43. Better food 44. More programs 45. When friends and family are calling to schedule visits vary rarely does anyone answer the phone. Even during appropriate calling times 46. Be able to go out and work if your in mance you should be able to go to work 47. More programs 48. For a level 1 camp it needs to have more programs so we can get good DAYS and not let the yard close because the Mansfield Walls get into trouble. Why should we be locked down for what the walls do, we are a camp 49. Cleaner 50. CO Coombs to be gone he is raciest hates white people 51. Get cable TV 52. Meals 53. Programs for good days 54. Treat us like a level 1 not a 3 55. – 56. More activities 57. – 58. Offer more services 59. Clean it very dirty restrooms 60. The food 61. Stop closing yard due to acts at Mansfield walls (level 3 facility) 62. JPay working regularly 63. Fix the workout equipment 64. Get rid of farm workers bringing in tobacco 65. Stop the farm workers from bringing in tobacco 66. Visit. Took 6 months to get one scheduled 67. More programs, more activities 68. Don’t matter to me 69. More programs – better food – and make this camp feel like in level one, instead of a level three!!!! 70. – 71. Start rewarding positive behavior and stop reinforcing negative behavior unless your goal is to stay or keep people in the prison system 72. Food 73. More programs CIIC: Mansfield Correctional Institution 120
74. We are treated the same as the inmates in the “Walls” or level 3B it would be nice to be treated like a level 1A inmate 75. More programs being offered here 76. When something is broken IT GETS FIXED like phones and JPay 77. Food portion size! 78. – 79. Particular staff members. It would shift overall environment 80. Access to more programs. Not being locked down, if the walls (MANCI) are locked down. More attention to and timely repairs to items that need to be repaired. To keep moral on a positive note. 81. Programs to rehabilitate inmates 82. – 83. More black cocks 84. More programs more things to do 85. More microwaves, another kiosk machine, fix the weight equipment 86. – 87. Clean showers 88. Smoking to be gone 89. Food
CIIC: Mansfield Correctional Institution 121
B. OFFICER SURVEY
A survey was handed to every first shift officer seen by CIIC staff, as well as every officer who reported to second shift roll call. Surveys were also given to third shift staff by the shift supervisor.
CIIC received back 133 completed surveys, or 31.9 percent of the total officer population. The following pages provide the raw data and the open-ended responses.
CIIC: Mansfield Correctional Institution 122
CIIC: Mansfield Correctional Institution 123
MANCI Staff Survey Open-Ended Responses
What is one positive aspect of this facility?
1. Teamwork. 2. – 3. It has stayed open during cuts. 4. I get a paycheck. 5. I retire in one year. 6. – 7. Consistency in job & supervisors. 8. Warden Lazaroff. 9. Good Warden. 10. – 11. – 12. New fences work better. 13. LT. Reese 14. I get a paycheck. 15. In eight hours, I get to go home. 16. Response action to bad situations. 17. Nothing. My paycheck. 18. Most officers have heart. 19. When need be, staff pull together when emergencies arise. 20. Money is there every two weeks (wages & benefits). 21. – 22. The Warden. 23. People unite when needed. 24. Safety 25. – 26. – 27. There is always plenty of drugs & alcohol, tobacco, & phones. 28. Officers have each other’s backs regardless. 29. – 30. Security staff have each other’s back. 31. – 32. Camaraderie 33. Response times and amount of staff that responds to Signal 3. 34. Positive attitude between staff. 35. N/A 36. – 37. Open 24/7/365. 38. – 39. I work eight hours and get to go home. 40. Close to home. 41. Pick a post/union. 42. – CIIC: Mansfield Correctional Institution 124
43. N/A 44. – 45. – 46. Paycheck 47. – 48. As a whole we work together we need to improve. 49. – 50. – 51. I know if I need help in a tough situation, I can depend on my co-workers. 52. – 53. – 54. – 55. – 56. Plenty of parking. 57. – 58. For the most part, you are left alone by supervisors to do your job. 59. – 60. – 61. – 62. Very good place to work. 63. – 64. Told good job when needed. 65. The staff are friendly. 66. – 67. Pay/benefits. 68. Life experience. 69. The local union. 70. The officers, so a great amount of teamwork. 71. – 72. – 73. The workers. 74. – 75. We have a good Warden. 76. Good staff. 77. – 78. Response times to man-downs. 79. We have a good Warden. 80. Camaraderie amongst staff. 81. Everybody works together! 82. Administration 83. – 84. Most of the officers conduct themselves in a good manner and are easy to be around. 85. If you do your job your supervisors reward you. 86. – 87. Good Warden. CIIC: Mansfield Correctional Institution 125
88. – 89. Response to incidents. 90. – 91. I can get uniforms now. 92. Staff seems to get along pretty well. 93. – 94. – 95. The Warden. 96. – 97. Experienced staff. 98. It seems to be improved. 99. Improved with the Warden. 100. The Warden taking time to talk to C/O’s and listens. 101. – 102. Security has performed very well. 103. – 104. When tragedy strikes a member or their family, co-workers generally offer some support (donate sick/vacation time, monetary donations). 105. – 106. Pays my bills. 107. I honestly have tried to think of something positive for 10 minutes and I can’t come up with anything. 108. We have a good Warden. 109. – 110. The Warden. 111. Health Care benefits. 112. New Warden. 113. It seems to be improving. 114. – 115. Most officers have each other’s backs even if administration doesn’t. 116. Most of the people here stick together. 117. Going home at the end of my shift. 118. – 119. – 120. – 121. – 122. Staff who are working hard. 123. Steady paycheck. 124. Payday 125. Payday 126. They still pay me. 127. – 128. Benefits, paycheck. 129. – 130. I get paid decently to be here. 131. The Warden we have now is the best we’ve had in years. CIIC: Mansfield Correctional Institution 126
132. The Warden. He is easy to talk to and seems to actually listen to his front line staff. 133. That the Warden is attending lineups to meet officers and answer any questions that would be asked. Bonus- There are some.
What is one change that you would make?
1. More on the job training. 2. – 3. Needs more consistency. Shifts need to finish their own work, not pass it to the next shift. 4. Go back to 30 years and retire so I can leave in three years. 5. Quit promoting supervisors from lower level institutions. 6. – 7. People working together. 8. More controlled environment. 9. Females do same as males. 10. – 11. – 12. Better communication between maintenance and ccl and perimeter. 13. Put keys back in CCI. 14. Retire 15. Fire the people from NCCI that came here. 16. Better contraband control. Less movement. 17. Earlier retirement possibilities. 18. Supervisors supervising and making lames do their jobs. Security breaches & shortcuts dealt with. 19. Pull back on micro-management. 20. Put the “ball” back in our court. 21. – 22. Inmate movement. Communication. 23. Improved evaluations. 24. More post. 25. – 26. – 27. Hire an investigator. 28. Better communication between shifts. 29. Consistency between supervisors. 30. Seeing how we have two investigators and more drugs, tobacco, and phones than I have ever seen. Maybe we should change them. 31. Improved communication at line-up-none at this time. 32. – 33. IOC being more organized. Weekly shakedowns of all cells to rid all contraband in pods. 34. Lack of communication & consistency! CIIC: Mansfield Correctional Institution 127
35. N/A 36. – 37. Let more people per day off to stop call offs. 38. – 39. – 40. Do away with unit management. 41. Remove Lynch. 42. – 43. N/A 44. Netting over the recreation compound. Make changes to contraband coming over the fences. 45. – 46. Less inmate movement & less privileges to inmates that do not deserve it. 47. – 48. Better line-up input. 49. – 50. – 51. – 52. Lose the favoritism. 53. Consistency in all aspects. 54. – 55. – 56. Administration. 57. – 58. More consistency with the inmates. 59. – 60. – 61. – 62. Many. 63. – 64. – 65. How place is ran. 66. – 67. Let officers do their job; supervisors need to support C/O’s and have their backs. 68. – 69. The LRO. 70. All shifts should enforce rules so that this place is run consistently! 71. – 72. – 73. Be consistent. 74. – 75. Better communication from the administration. 76. Have line-up share information. 77. Consistency! 78. N/A 79. More job specific training by people with good job ethic. CIIC: Mansfield Correctional Institution 128
80. Treat everyone fairly. 81. Better consistency 82. Consistency. 83. – 84. I would change the lack of communication between Lt’s, CPT, etc… NO GOOD COMMUNICATION! 85. Less inmate movement. 86. Run it like a level 3 prison not a level 2. 87. – 88. – 89. Running as loose as I see. Not enough discipline for incidents like drone, staff v. inmate assaults, etc… 90. – 91. Get input from officers affected by changes before they are implemented. 92. Have actual lineup share information. 93. – 94. – 95. The rest of administration. 96. – 97. Rotating freeze. 98. Provide consistent training. 99. – 100. More post for more security. 101. – 102. Administration working with the custody staff more than in the past. 103. – 104. A consistent attempt to maintain a posted schedule. 105. – 106. Communication security= too quick to let inmates off lockdown (i.e. drone flying over recreation yards and sets of keys missing). 107. Communication/security staff members treated as whole. Treat seniority like it means something. 108. Better communication. 109. Less favoritism. 110. Being run by people that don’t understand a C/O’s job. Promote from within. 111. Hire competent supervisors. 112. New LT’s, Captains. 113. Coordinate the supervisors to work together toward common goals and supervise. 114. Surveys that actually make a difference. 115. Administration/state to get serious about health/fitness by offering real world discounts to gyms of spending money to have good equipment available on site. 116. Make the outside perimeter of this institution more secure so we can stop the constant flow of contraband. CIIC: Mansfield Correctional Institution 129
117. Change the training schedule to 6:00am – 2:00pm instead of 7:30am – 3:30pm. 118. – 119. – 120. Not allow union and institution to have in-house agreements. Brings C/O morale down. 121. More staff. 122. More staff to stop drugs coming over the fence. 123. Equal treatment between men & women. 124. Run on time. 125. Run on time. 126. There’s not enough space to list them all. 127. – 128. Listen & work together communication. Train staff on new requirements. 129. – 130. Stop micro-managing. 131. More staff to handle increasing security issues. 132. Remove the clicks. To stop the favoritism in management. 133. Work on favoritism between supervisors and officers. The administration at lineup needs to change. Update officers on what is going on with other shifts. Need to fix cell doors so not to jam hard to open shut. Bonus- Rule 14 masturbation it is inconceivable that this happens too often. We are not rehabilitating this behavior.
CIIC: Mansfield Correctional Institution 130
C. INSTITUTIONAL CHECKLISTS
CIIC: Mansfield Correctional Institution 131
CIIC: Mansfield Correctional Institution 132
CIIC: Mansfield Correctional Institution 133
CIIC: Mansfield Correctional Institution 134
CIIC: Mansfield Correctional Institution 135
CIIC: Mansfield Correctional Institution 136
CIIC: Mansfield Correctional Institution 137
CIIC: Mansfield Correctional Institution 138
CIIC: Mansfield Correctional Institution 139
CIIC: Mansfield Correctional Institution 140
CIIC: Mansfield Correctional Institution 141
CIIC: Mansfield Correctional Institution 142
CIIC: Mansfield Correctional Institution 143
CIIC: Mansfield Correctional Institution 144
CIIC: Mansfield Correctional Institution 145
CIIC: Mansfield Correctional Institution 146
CIIC: Mansfield Correctional Institution 147
CIIC: Mansfield Correctional Institution 148
CIIC: Mansfield Correctional Institution 149
CIIC: Mansfield Correctional Institution 150
CIIC: Mansfield Correctional Institution 151
CIIC: Mansfield Correctional Institution 152
CIIC: Mansfield Correctional Institution 153
CIIC: Mansfield Correctional Institution 154
CIIC: Mansfield Correctional Institution 155
CIIC: Mansfield Correctional Institution 156
CIIC: Mansfield Correctional Institution 157
CIIC: Mansfield Correctional Institution 158
CIIC: Mansfield Correctional Institution 159
CIIC: Mansfield Correctional Institution 160
CIIC: Mansfield Correctional Institution 161
CIIC: Mansfield Correctional Institution 162
CIIC: Mansfield Correctional Institution 163
CIIC: Mansfield Correctional Institution 164
CIIC: Mansfield Correctional Institution 165
CIIC: Mansfield Correctional Institution 166
CIIC: Mansfield Correctional Institution 167
CIIC: Mansfield Correctional Institution 168
CIIC: Mansfield Correctional Institution 169
CIIC: Mansfield Correctional Institution 170
CIIC: Mansfield Correctional Institution 171
CIIC: Mansfield Correctional Institution 172
CIIC: Mansfield Correctional Institution 173
CIIC: Mansfield Correctional Institution 174
CIIC: Mansfield Correctional Institution 175
CIIC: Mansfield Correctional Institution 176
CIIC: Mansfield Correctional Institution 177
CIIC: Mansfield Correctional Institution 178
CIIC: Mansfield Correctional Institution 179
CIIC: Mansfield Correctional Institution 180
CIIC: Mansfield Correctional Institution 181
CIIC: Mansfield Correctional Institution 182
CIIC: Mansfield Correctional Institution 183
CIIC: Mansfield Correctional Institution 184
CIIC: Mansfield Correctional Institution 185
CIIC: Mansfield Correctional Institution 186
CIIC: Mansfield Correctional Institution 187
CIIC: Mansfield Correctional Institution 188
CIIC: Mansfield Correctional Institution 189
CIIC: Mansfield Correctional Institution 190
CIIC: Mansfield Correctional Institution 191
CIIC: Mansfield Correctional Institution 192
CIIC: Mansfield Correctional Institution 193
CIIC: Mansfield Correctional Institution 194
CIIC: Mansfield Correctional Institution 195
CIIC: Mansfield Correctional Institution 196
CIIC: Mansfield Correctional Institution 197
CIIC: Mansfield Correctional Institution 198
CIIC: Mansfield Correctional Institution 199
CIIC: Mansfield Correctional Institution 200
Need education checklist
CIIC: Mansfield Correctional Institution 201
CIIC: Mansfield Correctional Institution 202
D. GLOSSARY OF TERMS
A Administrative Assistant (AA) – Staff member who is an assistant to the Warden and typically responsible for reviewing RIB (Rules Infraction Board) decisions and RIB appeals. Adult Basic Education (ABE)/Literacy – Literacy classes are for student with reading levels at 226 and below the CASAS. The ABE/Literacy Unit consist of two afternoon sessions. Students attend school approximately 1 ½ hours each day on Monday – Thursday. Students work individually or in small groups with tutors and focus on improving their reading and math skills. All tutors in the ABE/Literacy Unit are certified through a 10 hour training course.
B Brunch – Served on weekends as a cost savings initiative. Bureau of Classification – Office located at the DRC Operation Support Center responsible with the ultimate authority for inmate security levels, placement at institutions, as well as transfers. Bureau of Medical Services – Office located at the DRC Operation Support Center responsible for direct oversight of medical services at each institution. Bureau of Mental Health Services – Office located at the DRC Operation Support Center responsible for direct oversight of Mental Health Services at each institution.
C Case Manager – Staff member responsible for assisting inmates assigned to their case load and conducting designated core and authorized reentry programs. Cellie/Bunkie – An inmate’s cellmate or roommate. Chief Inspector – Staff member at the DRC Operation Support Center responsible for administering al aspects of the grievance procedure for inmates, rendering dispositions on inmate grievance appeals as well as grievances against the Wardens and/or Inspectors of Institutional Services. Classification/Security Level – System by which inmates are classified based on the following: current age; seriousness of the crime; prior offenses; most recent violence (not including the current offense); gang activity before going to prison; and present and past escape attempts. Close Security – See Level 3 Computer Voice Stress Analysis (CVSA) – A device, which electronically detects, measures, and charts the stress in a person’s voice following a pre-formatted questionnaire. Used as a truth seeking device for investigations. Conduct Report/Ticket – Document issued to inmate for violating a rule. Contraband – items possessed by an inmate which, by their nature, use, or intended use, pose a threat to security or safety of inmates, staff or public, or disrupt the orderly operation of the facility. items possessed by an inmate without permission and the location in which these items are discovered is improper; or the quantities in which an allowable item is possessed is prohibited; or the manner or method by CIIC: Mansfield Correctional Institution 203
which the item is obtained was improper; or an allowable item is possessed by an inmate in an altered form or condition.
D Deputy Warden of Operations (DWO) – Staff member at each institution in charge of monitoring the Major, custody staff, the Unit Management Administrator, Unit Managers, Case Managers, and the locksmith. Other areas include count office, mail/visiting, Rules Infraction Board, segregation unit, and recreation. The Deputy Warden of Operations is also responsible for reviewing use of force reports and referring them to a Use of Force Committee when necessary for further investigation. Deputy Warden of Special Services (DWSS) – Staff member at each institution in charge of monitoring education, the library, inmate health services, recovery services, mental health services, religious services, Ohio Penal Industries, and food service. Disciplinary Control (DC) – The status of an inmate who was found guilty by the Rules Infraction Board and his or her penalty is to serve DC time. An inmate may serve up to 15 days in DC.
F Food Service Administrator – An employee within the Office of Administration Services educated in food service management and preparation, to manage DRC food service departments.
G GED/PRE-GED – Pre-GED classes are for those who have a reading score between a 227 through 239 on level C or higher of the CASAS test. GED classes are for those who have a reading score of 240 on level C or higher on the CASAS test. Students attend class 1 ½ hours each day, Monday – Thursday. Students study the five subjects measured by the GED. In addition to class work, students are given a homework assignment consisting of a list of vocabulary words to define and writing prompt each week. All GED and Pre-GED tutors are certified through a 10-hour training course. General Population (GP) – Inmates not assigned to a specialized housing unit.
H Health Care Administrator (HCA) – The health care authority responsible for the administration of medical services within the institution. This registered nurse assesses, directs, plans, coordinates, supervises, and evaluates all medical services delivered at the institutional level. The HCA interfaces with health service providers in the community and state to provide continuity of care. Hearing Officer – The person(s) designated by the Managing Officer to conduct an informal hearing with an inmate who received a conduct report. Hooch – An alcoholic beverage.
CIIC: Mansfield Correctional Institution 204
I Industrial and Entertainment (I and E) Funds – Funds created and maintained for the entertainment and welfare of the inmates. Informal Complaint Resolution (ICR) – The first step of the Inmate Grievance Procedure (IGP). Inmates submit ICRs to the supervisor of the staff member who is the cause of the complaint. Staff members are to respond within seven calendar days. Timeframe may be waived for good cause. Inmate Grievance Procedure (IGP) – The inmate grievance procedure is a three step administrative process, established in DRC Administrative Rule 5120-9- 31. The grievance procedure allows for investigation and nonviolent resolution of inmate concerns. The first step is an informal complaint resolution, which the inmate submits to the supervisor of the staff person or department responsible for the complaint. The second step is a notification of grievance, submitted to the Inspector. The final step is an appeal of the Inspector’s disposition to the Chief Inspector at the DRC Operation Support Center. Inspector of Institutional Services (IIS) – Staff person at the institution in charge of facilitating the inmate grievance procedure, investigating and responding to inmate grievances, conducting regular inspections of institutional services, serving as a liaison between the inmate population and institutional personnel, reviewing and providing input on new or revised institutional policies, procedures and post orders, providing training on the inmate grievance procedure and other relevant topics, and any other duties as assigned by the Warden or Chief Inspector that does not conflict with facilitating the inmate grievance procedure or responding to grievances. Institutional Separation – An order wherein two or more inmates are not assigned to general population in the same institution due to a concern for the safety and security of the institution, staff, and/or other inmates. Intensive Program Prison (IPP) – Refers to several ninety-day programs, for which certain inmates are eligible, that are characterized by concentrated and rigorous specialized treatment services. An inmate who successfully completes an IPP will have his/her sentence reduced to the amount of time already served and will be released on post-release supervision for an appropriate time period. Interstate Compact – The agreement codified in ORC 5149.21 governing the transfer and supervision of adult offenders under the administration of the National Interstate Commission.
K Kite – A written form of communication from an inmate to staff.
L Local Control (LC) – The status of an inmate who was referred to the Local Control Committee by the Rules Infraction Board. The committee will decide if the inmate has demonstrated a chronic inability to adjust to the general population or if the inmate's presence in the general population is likely to seriously disrupt the orderly operation of the institution. A committee reviews the inmate's status every 30 days for release consideration. The inmate may serve up to 180 days in LC. CIIC: Mansfield Correctional Institution 205
Local Separation – An order wherein two or more inmates are not permitted to be assigned to the same living and/or work area, and are not permitted simultaneous involvement in the same recreational or leisure time activities to ensure they are not in close proximity with one another.
N Notification of Grievance (NOG) – The second step of the Inmate Grievance Procedure (IGP). The NOG is filed to the Inspector of Institutional Services and must be responded to within 14 calendar days. Timeframe may be waived for good cause.
M Maximum Security – See Level 4 Medium Security – See Level 2 Mental Health Caseload – Consists of offenders with a mental health diagnosis who receive treatment by mental health staff and are classified as C-1 (SMI) or C-2 (Non- SMI). Minimum Security – See Level 1
O Ohio Central School System (OCSS) – The school district chartered by the Ohio Department of Education to provide educational programming to inmates incarcerated within the Ohio Department of Rehabilitation and Correction. Ohio Penal Industries (OPI) – A subordinate department of the Department of Rehabilitation and Correction. OPI manufactures goods and services for ODRC and other state agencies.
P Parent Institution – The institution where an inmate is assigned to after reception and will be the main institution where the inmate serves his or her time. The parent institution is subject to change due to transfers. Protective Control (PC) – A placement for inmates whose personal safety would be at risk in the General Population (GP).
R Reentry Accountability Plan (RAP) – Plan for inmates, which includes the static risk assessment, dynamic needs assessment, and program recommendations and participation. Residential Treatment Unit (RTU) – The Residential Treatment Unit is a secure, treatment environment that has a structured clinical program. All offenders enter at the Crisis and Assessment Level (Level 1). This level is designed to assess conditions and provide structure for the purpose of gaining clinical information or containing a crisis. The disposition of the assessment can be admission to the treatment levels of the RTU, referral to OCF, or referral back to the parent institution. CIIC: Mansfield Correctional Institution 206
Rules Infraction Board (RIB) – A panel of two staff members who determine guilt or innocence when an inmate receives a conduct report or ticket for disciplinary reasons.
S Security Control (SC) – The status of an inmate who is pending a hearing by the Rules Infraction Board for a rule violation, under investigation or pending institutional transfer and needs to be separated from the general population. Inmates may be placed in SC for up to seven days. The seven day period can be extended if additional time is needed. Security Level/Classification – System by which inmates are classified based on the following: current age; seriousness of the crime; prior offenses; most recent violence (not including the current offense); gang activity before going to prison; and present and past escape attempts. Level 1A Security (Minimum) – The lowest security level in the classification system. Inmates classed as Level 1 have the most privileges allowed. Inmates in Level 1 who meet criteria specified in DRC Policy 53-CLS-03, Community Release Approval Process, may be eligible to work off the grounds of a correctional institution. Level 1A inmates may be housed at a correctional camp with or without a perimeter fence and may work outside the fence under periodic supervision. Level 1A replaces the classification previously known as “Minimum 1 Security.” Level 1B Security (Minimum) – The second lowest level in the classification system. Level 1B inmates may be housed at a correctional camp with a perimeter fence and may work outside of the fence under intermittent supervision. However, Level 1B inmates who are sex offenders are not permitted to work or house outside of a perimeter fence. Level 1B inmates may not work off the grounds of the correctional institution. Level 1B replaces the classification previously known as “Minimum 2 Security.” Level 2 Security (Medium) – A security level for inmates who are deemed in need of more supervision than Level 1 inmates, but less than Level 3 inmates. Level 2 replaces the classification previously known as “Medium Security.” Level 3 Security (Close) – This is the security level that is the next degree higher than Level 2, and requires more security/supervision than Level 2, but less than Level 4. Level 3 replaces the classification previously known as “Close Security.” Level 4 Security (Maximum) – This is the security level that is the next degree higher than Level 3, and requires more security/supervision than Level 3, but less than Level 5. It is the security level for inmates whose security classification score at the time of placement indicates a need for very high security. It is also a classification for those who are involved in, but not leading others to commit violent, disruptive, predatory or riotous actions, and/or a threat to the security of the. Level 4 replaces the classification previously known as “Maximum Security.” CIIC: Mansfield Correctional Institution 207
Level 4A Security (Maximum) – A less restrictive privilege level, which inmates may be placed into by the privilege level review committee with the Warden/Designee’s approval, after a review of the inmate’s status in level 4. Level 4B Security (Maximum) – The most restrictive privilege level assigned to an inmate classified into level 4. Level 5 Security (Supermax) – A security level for inmates who commit or lead others to commit violent, disruptive, predatory, riotous actions, or who otherwise pose a serious threat to the security of the institution as set forth in the established Level 5 criteria. Level 5 replaces the classification previously known as “High Maximum Security.” Level 5A Security (Supermax) – A less restrictive privilege level, which inmates may be placed into by the privilege level review committee with the Warden/Designee’s approval, after a review of the inmate’s status in level 5. Level 5B Security (Supermax) – The most restrictive privilege level assigned to an inmate classified into level 5. Security Threat Group (STG) – Groups of inmates such as gangs that pose a threat to the security of the institution. Separation – See Institutional Separation and Local Separation Seriously Mentally Ill (SMI) – Inmates who require extensive mental health treatment. Shank – Sharp object manufactured to be used as a weapon. Special Management Housing Unit (SMHU)/Segregation – Housing unit for those assigned to Security Control, Disciplinary Control, Protective Control, and Local Control. Supermax Security – See Level 5
T Telemedicine – A two-way interactive videoconferencing system that allows for visual and limited physical examination of an inmate by a physician specialist while the inmate remains at his/her prison setting and the physician specialist remains at the health care facility. It also includes educational and administrative uses of this technology in the support of health care, such as distance learning, nutrition counseling and administrative videoconferencing. Transitional Control – Inmates approved for release up to 180 days prior to the expiration of their prison sentence or release on parole or post release control supervision under closely monitored supervision and confinement in the community, such as a stay in a licensed halfway house or restriction to an approved residence on electronic monitoring in accordance with section 2967.26 of the Ohio Revised Code. Transitional Education Program (TEP) – Learn skills to successfully re-enter society. Release dated within 90-180 days.
U Unit Management Administrator (UMA) – Staff member responsible for overseeing the roles, responsibilities and processes of unit management staff in a decentralized or centralized social services management format. The UMA may develop CIIC: Mansfield Correctional Institution 208
centralized processes within unit management, while maintaining the unit based caseload management system for managing offender needs. The UMA shall ensure that at least one unit staff member visits the special management areas at least once per week and visits will not exceed seven days in between visits. Unit Manager (UM) – Staff member responsible for providing direct supervision to assigned unit management staff and serving as the chairperson of designated committees. Unit Managers will conduct rounds of all housing areas occupied by inmates under their supervision. Use of Force – Staff is authorized to utilize force per DRC Policy 63-UOF-01 and Administrative Rule 5120-9-01, which lists six general circumstances when a staff member may use less than deadly force against an inmate or third person as follows:
1. Self-defense from physical attack or threat of physical harm. 2. Defense of another from physical attack or threat of physical attack. 3. When necessary to control or subdue an inmate who refuses to obey prison rules, regulations, or orders. 4. When necessary to stop an inmate from destroying property or engaging in a riot or other disturbance. 5. Prevention of an escape or apprehension of an escapee. 6. Controlling or subduing an inmate in order to stop or prevent self- inflicted harm.
Administrative Rule 5120-9-02 requires the Deputy Warden of Operations to review the use of force packet prepared on each use of force incident, and to determine if the type and amount of force was appropriate and reasonable for the circumstances, and if administrative rules, policies, and post orders were followed. The Warden reviews the submission and may refer any use of force incident to the two person use of force committee or to the Chief Inspector. The Warden must refer an incident to a use of force committee or the Chief Inspector. The Warden must refer an incident to a use of force committee or the Chief Inspector in the following instances:
Factual circumstances are not described sufficiently. The incident involved serious physical harm. The incident was a significant disruption to normal operations. Weapons, PR-24 strikes or lethal munitions were used.
W Warden – Managing officer of each correctional institution.
CIIC: Mansfield Correctional Institution 209
Ohio Department of Rehabilitation and Correction Institution Acronyms
Allen Oakwood Correctional Institution...... AOCI Belmont Correctional Institution ...... BECI Chillicothe Correctional Institution ...... CCI Correctional Reception Center ...... CRC Dayton Correctional Institution ...... DCI Franklin Medical Center ...... FMC Richland Correctional Institution ...... RICI Lake Erie Correctional Institution ...... LAECI Lebanon Correctional Institution ...... LECI London Correctional Institution ...... LOCI Mansfield Correctional Institution ...... MANCI Madison Correctional Institution ...... MACI Mansfield Correctional Institution ...... MANCI Marion Correctional Institution ...... MCI Noble Correctional Institution ...... NCI North Central Correctional Complex...... NCCC Northeast Reintegration Center ...... NERC Ohio Reformatory for Women ...... ORW Ohio State Penitentiary ...... OSP Pickaway Correctional Institution ...... PCI Richland Correctional Institution ...... RICI Ross Correctional Institution ...... RCI Southeastern Correctional Complex-HCF SCC-HCF Southeastern Correctional Complex-SCI ...... SCC-SCI Southern Ohio Correctional Facility ...... SOCF Toledo Correctional Institution ...... TOCI Trumbull Correctional Institution ...... TCI Warren Correctional Institution ...... WCI
CIIC: Mansfield Correctional Institution 210
ENDNOTES
i Ohio Department of Rehabilitation and Correction, Mansfield Correctional Institution website. Accessed at http://www.drc.ohio.gov/Public/MANCI.htm ii Information provided by the Office of Budget Planning and Administration, Ohio Department of Rehabilitation and Correction, March 27, 2015. iii Commission on Accreditation for Corrections. Standards Compliance Accreditation Audit. June 2-4, 2014. p.2. iv Ohio Department of Rehabilitation and Correction, “Institution Counts: MANCI,” provided on August 3, 2015. v Ohio Department of Rehabilitation and Correction, “Institution Counts: MANCI,” provided on August 3, 2015. vi Ohio Department of Rehabilitation and Correction. Accessed at http://www.drc.ohio.gov/web/Reports/ staffing/August%202015.pdf vii Commission on Accreditation for Corrections. p.17. viii Bureau of Internal Audits and Standards Compliance, Full Internal Management Audit for Mansfield Correctional Institution, May 19-21, 2015. ix Ibid. x Significant Incident Summary reports provided by the Mansfield Correctional Institution for the following period: January 2014 – December 2014. xi Ibid. xii Significant Incident Summary reports provided by the Mansfield Correctional Institution for the following period: January 2013 – December 2013. xiii Significant Incident Summary reports provided by the Mansfield Correctional Institution for the following period: January 2014 – December 2014. xiv Ibid. xv Significant Incident Summary reports provided by the Mansfield Correctional Institution for the following period: January 2013 – December 2013. xvi Serious Misconduct in DRC Prisons, 2015 Annual Report, Ohio Department of Rehabilitation and Correction, March 2015. xvii Ibid. xviii Ibid. xix Ibid. xx Information provided by the Department of Rehabilitation and Correction, October 21, 2014. xxi Ibid. xxii Information provided by the Department of Rehabilitation and Correction, March 13, 2015. xxiii Ibid. xxiv Significant Incident Summary reports provided by the Mansfield Correctional Institution for the following period: January 2014 – December 2014. xxv Significant Incident Summary reports provided by the Mansfield Correctional Institution for the following period: January 2013 – December 2013. xxvi Monthly use of force reports submitted by each institution to CIIC. xxvii Information provided by the Department of Rehabilitation and Correction, March 19, 2015. xxviii Information provided by the Department of Rehabilitation and Correction, January 24, 2014. xxix Information provided by the Department of Rehabilitation and Correction, March 19, 2015. xxx Mansfield Correctional Institution, staff interviews and survey results, August 3-5, 2015. xxxi Ibid. xxxii Ibid. xxxiii Information provided by the Department of Rehabilitation and Correction, January 12, 2015. xxxiv Ibid. xxxv Serious Misconduct in DRC Prisons, 2015 Annual Report, Ohio Department of Rehabilitation and Correction, March 2015. xxxvi PREA Audit: Auditor’s Summary Report Adult Prisons and Jails. Accessed at http://drc.ohio.gov/web/PREA/MANCI_PREA_MAY2015.pdf. CIIC: Mansfield Correctional Institution 211
xxxvii Ohio Department of Rehabilitation and Correction, Recovery Services FY 2014 Annual Report. xxxviii Mansfield Correctional Institution Health Inspection, February 26, 2015. xxxix Mansfield Correctional Institution Inspection Overview by the DRC Food Service Contract Monitor, conducted on June 2, 2015 and July 1, 2015. xl Mansfield Correctional Institution, personal communication, August 3, 2015. xli Ibid. xlii Email from Community Service Coordinator Wednesday, August 12, 2015. xliii Library Monthly Report, MANCI, July 2015.
CIIC: Mansfield Correctional Institution 212
xliv Mansfield Correctional Institution Fiscal Year 2015 Budget Status Report. Provided August 17, 2015. xlv Ibid. xlvi Mansfield Correctional Institution Fiscal Year 2016 Budget Status Report. Provided August 17, 2015. xlvii Mansfield Correctional Institution Fiscal Year 2014 Budget Status Report. Provided August 17, 2015. xlviii Ibid. xlix Ibid. l Information provided by the Office of Budget Planning and Analysis on April 27, 2015. li Ibid. lii Ohio Standards- Fiscal Testing Report January 2015 through September 2015, Mansfield Correctional Institution, Department of Rehabilitation and Correction Office of Acquisition and Contract Compliance Fiscal Audits Section, provided on July 15, 2015. liii Department of Rehabilitation and Correction Office of Acquisition and Contract Compliance Fiscal Audits Section, Mansfield Correctional Institution Report of Audit conducted October 2, 2013 through October 17, 2013. Report Finalized on March 11, 2014. liv Mansfield Correctional Institution of Audit Response. Submitted on March 11, 2014. lv Department of Rehabilitation and Correction Total Institutional Overtime Fiscal Year 2015, Mansfield Correctional Institution provided August 5, 2015. lvi Ibid. lvii Ibid. lviii Ibid. lix Mansfield Correctional Institution Property Reimbursements CY 2014, provided August 5, 2015. lx DRC Property Reimbursements CY 2010-2013, Mansfield Correctional Institution, provided August 2014. lxi Ibid. lxii CY 2014 Inspector Activity Reports, Mansfield Correctional Institution, provided August 2015 lxiii Mansfield Correctional Institution, staff communication, August 3, 2015. lxiv ODRC Sustainability Audit Annual Review, Mansfield Correctional Institution, conducted in June 2015. lxv Ibid. lxvi Mansfield Correctional Institution, staff communication, August 3, 2015. lxvii ODRC Sustainability Audit Annual Review, Mansfield Correctional Institution, conducted in June 2015. lxviii Ibid. lxix Mansfield Correctional Institution, staff communication, August 3, 2015. lxx Mansfield Correctional Institution, staff interviews conducted on August 4, 2015. lxxi Mansfield Correctional Institution, staff survey results, August 3-5, 2015. lxxii Ibid. lxxiii CY 2015 DRC Performance Evaluations, Mansfield Correctional Institution, provided August 2015. lxxiv Ibid. lxxv Mansfield Correctional Institution, staff survey results, August 3-5, 2015. lxxvi Mansfield Correctional Institution, FY 2015 Annual Training Report, provided on August 13, 2015. lxxvii Mansfield Correctional Institution, staff communication, August 3, 2015. lxxviii DRC Correctional Officer Turnover Rates by Institution: Mansfield Correctional Institution: FY 2014. provided by Department of Rehabilitation and Correction, August 14, 2015. lxxix Mansfield Correctional Institution, staff communication, August 4, 2015. lxxx Mansfield Correctional Institution Vacancy List, provided on August 3, 2015. lxxxi Ibid. lxxxii Mansfield Correctional Institution, staff communication, August 4, 2015. lxxxiii Ibid.