Table of Contents Introduction ...... 8 Key Acronyms ...... 8 Report Objective ...... 8 Evaluation Criteria ...... 8 Jail versus Prison ...... 8 Funding to Operate the Metro Davidson County Detention Facility ...... 9 Report Features ...... 9 CoreCivic Data ...... 9 Potential Outcomes ...... 9 Davidson County Inmate Lifecycle Overview ...... 12 Davidson County Adult Correctional Landscape Overview ...... 14 Introduction ...... 14 Current Adult Correctional Facilities’ Size and Population Details ...... 14 Current Adult Correctional Facilities Diagram ...... 14 Future Adult Correctional Facilities’ Size and Population Details ...... 15 Future Adult Inmate Movement ...... 15 Future Adult Facility Openings and Closures ...... 15 Future Adult Correctional Facilities Diagram ...... 16 Correctional Facilities’ Geographic Locations ...... 17 Overall Davidson County Correctional Landscape Map ...... 17 Downtown Davidson County Correctional Landscape Map ...... 18 Harding Place Davidson County Correctional Landscape Map ...... 19 Davidson County Correctional Facilities’ Google Earth View...... 20 Davidson County Downtown Correctional Facilities’ Google Earth View ...... 21 Davidson County Correctional Facilities’ Harding Place Google Earth View ...... 22 Budgets ...... 24 DCSO First Year Budget Projection “Like-to-Like” – High-level ...... 24 DCSO First Year Budget Projection “Like-to-Like” – Detailed ...... 25 DCSO First Year Budget Projection Recommended – High-level ...... 27
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DCSO First Year Budget Projection Recommended - Detailed ...... 27 DCSO Five-Year Budget Projection – High-level ...... 29 DCSO and CoreCivic Budget Comparisons ...... 29 Metro Subsidizing the Care of State Inmates ...... 30 Land and Building Considerations ...... 32 Conclusion ...... 32 Staffing ...... 35 Staffing Overview ...... 35 Staffing Model Comparisons ...... 36 CoreCivic Current Staffing Model and Statistics ...... 36 Staffing Model Comparison: CoreCivic Current Mirrored by DCSO (aka “like-to-like”) ...... 37 A Note on Medical Staff/Medical Services ...... 37 A Note on Food Services ...... 38 Staffing Model Comparison: CoreCivic Current to DCSO Recommended ...... 38 Factors Affecting Staffing Population and Cost Differences ...... 40 Increased Employee Population ...... 40 Fringe Benefits ...... 41 Relief Factors ...... 41 Shift Differentials ...... 42 One-Time Transition Cost Considerations ...... 42 Employee Selection, Screening, and Training ...... 42 Factors without Material Effect on Staffing Cost Differences ...... 43 Unit Management Versus Direct Supervision ...... 43 Conclusion ...... 45 Facility Operations ...... 47 Furniture, Fixtures, and Equipment (FF&E) ...... 47 Furniture, Fixtures, and Equipment Budget Considerations ...... 52 Small Wares ...... 53 Inmate Issue Overview ...... 53 Inmate Issue – Returned ...... 53 Inmate Issue – Retained ...... 56
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Basic Hygiene Kit ...... 56 Indigent Packages ...... 56 Small Wares – Non-Inmate Issue ...... 57 Small Wares Budget Considerations ...... 59 Information Technology (IT) ...... 60 Security Electronics ...... 60 Jail Management System (JMS) ...... 62 Utilities ...... 62 Accreditation ...... 63 Conclusion ...... 65 Facility Services ...... 67 Food Services ...... 67 Vendor versus Management Responsibilities ...... 68 Food Services Cost Comparison ...... 70 Health Services ...... 70 DCSO and MPHD Medical Services Contract Cost ...... 70 Daily Per Inmate Cost ...... 71 Factors Impacting the Inmate Medical Services’ Budget ...... 71 Factors Not Impacting the Inmate Medical Services Budget ...... 74 Inmate Copayment ...... 74 A Note on Vision Care ...... 74 Conclusion ...... 74 Commissary ...... 75 Inmate Accounts ...... 76 Facility Services Conclusion ...... 77 Programs ...... 79 Program Offering Comparison - Males ...... 79 Religious Programs ...... 80 Social Services Programs ...... 80 Treatment Programs ...... 80 Educational and Vocational Programs ...... 81
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Recreational and Leisure Programs ...... 81 Transition Programs ...... 82 Program-related Budget Considerations ...... 82 Male Programs ...... 82 Total Budget Considerations ...... 84 DCSO Services ...... 84 DCSO Program Effectiveness and Recidivism Reduction Measurements...... 85 Conclusion ...... 85 Organizational Change Management Considerations ...... 87 High-Level Timeline ...... 87 Assemble and Deploy Transition Team...... 87 Stakeholder Alignment and Management ...... 89 Workforce Assessment and Staffing ...... 90 Recruiting ...... 90 Training ...... 90 Lateral Training ...... 91 Lateral Hire Primary Training ...... 91 Lateral Hire Human Resources Training Day ...... 93 Lateral Hire General Officer In-Service Day ...... 93 Net New Employee Training ...... 94 New Cadet Training ...... 94 Estimated Annual New Cadet Training ...... 95 Non-Correctional Employee Training ...... 95 Continuing Education ...... 95 Training Conclusion ...... 96 Facility Operations ...... 96 Facility Audit...... 96 Facility Improvements ...... 96 Facility Services ...... 97 Procurement ...... 97 Furniture, Fixtures, and Equipment (FF&E) ...... 97
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Small Wares ...... 97 Fleet ...... 98 Employee Movement ...... 98 Inmate Relocation ...... 98 CoreCivic Bridge Contract ...... 99 Budget ...... 99 Conclusion ...... 100 Evaluation Conclusion ...... 102 Appendices ...... 104 Glossary of Terms...... 104 Budget ...... 106 DCSO Year Two Recommended Projected Budget – Detailed ...... 106 DCSO Year Three Recommended Projected Budget – Detailed ...... 109 DCSO Year Four Recommended Projected Budget – Detailed ...... 111 DCSO Year Five Recommended Projected Budget – Detailed ...... 113 Staffing ...... 115 Crosswalk of CoreCivic to DCSO Titles ...... 115 Organizational Chart – CoreCivic ...... 118 Organizational Chart – Projected DCSO at the MDF ...... 119 Mandatory Positions and Posts ...... 119 Correctional Officer Turnover Rates ...... 120 Average Inmate Length of Stay ...... 121 Facility Operations ...... 121 Furniture, Fixtures, and Equipment (FF&E) ...... 121 FF&E: DCSO Procurement, Retention, Acquisition ...... 125 Facility Services ...... 129 Food Services ...... 129 Sample Menus...... 129 Medical Services...... 130 Inmate Medical Care Lifecycle – DCSO ...... 130 Inmate Medical Care Lifecycle – CoreCivic ...... 131
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DCSO MPHD Sliding Scale Reimbursement...... 131 DCSO Chargeable versus Non-chargeable Services ...... 131 Commissary ...... 133 Programs ...... 138 DCSO Program and Service Effectiveness ...... 138 Index ...... 144
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Introduction This report documents a full evaluation of the way that CoreCivic operates the Metro-Davidson County Detention Facility (MDF) and what it would take from a staffing, financial, and operational standpoint for the Davidson County Sheriff’s Office (DCSO) to assume management of this facility.
Before proceeding with the results and findings of the MDF analysis, please read and keep in mind the following important notes and considerations: Key Acronyms While several acronyms will be defined and used throughout this report, the most frequently used will be:
• Davidson County Sheriff’s Office, aka, “DCSO” • Metro-Davidson County Detention Facility, aka, “MDF” Report Objective The primary goal of this report is to provide a clear, objective, and thorough report of all items to be considered while making the decision about whether CoreCivic should continue to manage the MDF or if the DCSO should assume management of the facility. Details about how CoreCivic is operated, programs, vendor relationships, and more have either been furnished by CoreCivic directly, are in the service contract, or are a part of the public domain. Keep in mind the cost breakdown in this document is for DCSO operating MDF. CoreCivic costs are included in a per diem rate per contract.
Secondarily, this report is written with the objective of edifying a reader that is entirely unfamiliar with corrections in Davidson County. In other words, the reader should not need any experience in the fields of corrections, jails, nor prisons to be able to fully comprehend the findings and evaluations of this deliverable. Evaluation Criteria For the sake of consistency this evaluation was conducted using the capacity of the MDF rather than the current occupancy rate of the facility. This comes to bear when evaluating recommended or required staff population and associated costs, as will be covered in great detail in the, “Staffing” section of this report. Inmate movement and fluctuations in inmate population and location result in ever-changing numbers that would result in wide variations in the evaluation of items such as required staff. Jail versus Prison While all detention centers may appear the same to the inexperienced eye, there are in fact substantive differences in their purposes, operations, populations, and how costs are handled. Today, all of the adult correctional facilities managed by the DCSO are jails which house pre-trial misdemeanants and felons as well as convicted misdemeanants. Misdemeanants typically carry sentences up to eleven (11) months and 29 days.
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CoreCivic manages the MDF which is a prison and houses state-sentenced convicted felons, with the slight exception of the temporary relocation of pre-trial female inmates. The contract with CoreCivic dictates that the facility will only house felons with sentences between one (1) and six (6) years. Funding to Operate the Metro Davidson County Detention Facility As of the publishing date of this evaluation there is a contract between the State of Tennessee and Metro Government as well as CoreCivic, a private third-party company, to manage the MDF. The role of the DCSO is to act as a contract monitor with Metro Government managing the transfer of funds from the State to CoreCivic. In other words, only State funds pay for the management of the MDF while the Metro Government acts as a pass-through. Report Features This report is built for ease of use and for quick reference, and includes the following:
• Table of Contents • Index based on keyword • Glossary of Terms • Appendices with exhibits and additional clarifying data CoreCivic Data All information as it relates to CoreCivic, including operational, contractual, and information, has been provided either directly by CoreCivic or is included in the vendor contract signed by CoreCivic and Metro Officials including the Director of Finance, Purchasing, Legal, and the Sheriff of Davidson County. Potential Outcomes Once this report has been provided to all necessary Metro decision-making bodies and persons, it is understood that those stakeholders will read and review the evaluations to determine the best outcome for Metro Government. Potential outcome options include: a private vendor to continue to manage the MDF, the DCSO to assume management of the facility, or the State of Tennessee to assume responsibility of their inmate population. For detailed information on the implications on the State assuming responsibility, please see the Budget > Land and Building Considerations section on page 32.
Should it be determined that the DCSO is to assume management of the MDF, a preliminary Organizational Change Management overview has been included in this report to summarize the following key considerations:
• Staffing – evaluating, hiring, transitioning, and training both existing CoreCivic employees and new team members to augment the existing DCSO staff will require both time and resources • Culture – differences in policy, procedure, expectations, and atmosphere all influence the overall culture of an organization. A transformation plan would need to address helping CoreCivic employees adapt to the DCSO organization, with a focus on continued productivity, solid employee morale, and maximized employee retention
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• Timeline – a high-level look at the time and phased-approach recommended to successfully transition staff, equip and outfit the facility, and communicate with all stakeholders about the anticipated changes and impacts
Should the Mayor and Metro Council decide that CoreCivic is to continue to manage the MDF, this report will likely inform changes to the future private vendor contract with DCSO and the State of Tennessee at the time of contract renegotiation.
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Davidson County Inmate Lifecycle Overview For those less familiar or wholly unfamiliar with the end-to-end journey an inmate has with the DCSO and/or CoreCivic, the entire lifecycle is diagrammed below. Please note the following:
• Roles: Each row denotes a different group/department, or, “swim lane”, and their interaction with each inmate. Roles outlined here are: Metro Police Department, DCSO Jails, Courts, CoreCivic MDF. • Rectangles: Rectangles denote a process step. • Diamonds: Diamonds denote a decision point. • Ovals: Ovals denote the end of the process. • DCSO Inmates: Inmates in the DCSO custody are either pre-trial or sentenced misdemeanants serving less than one year’s term. • CoreCivic MDF Inmates: Inmates who are routed to serve their sentences at the CoreCivic- managed MDF are State inmates. These inmates have been convicted of felonies and have been sentenced to anywhere between one- to six-year terms
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Davidson County Adult Correctional Landscape Overview Introduction This section of the report will provide an overview on the location, size, and inmate population details of the current and future adult correctional landscape in Davidson County, Nashville, Tennessee. Regardless of whether or not the DCSO assumes management of the MDF, which is currently managed by CoreCivic, the inmate population will be changing due to the impending opening of the new Downtown Detention Center in early 2020. A more elaborate explanation of inmate movement, facility openings, and facility closures can be found below. Current Adult Correctional Facilities’ Size and Population Details The current adult correctional landscape indicates inmate population (as of 25 April 2018), facility capacity, male and female population, and who manages the property. The size of each darker shape correlates to the size of their current inmate populations, while the lighter shape size correlates the each facilities’ capacity. Current Adult Correctional Facilities Diagram
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Future Adult Correctional Facilities’ Size and Population Details The future adult correctonal landscape indicates inmate population (as of 25 April 2018), facility capacity, male and female population, and who manages the property. The size of each darker shape has been updated to correlate to the projected size of their respective inmate populations, while facility capacity remains the same. In addition to the above the change in inmate population is indicated by various symbols (arrows, plus signs, and minus signs) as identified in the legend. Future Adult Inmate Movement The table below outlines the anticipated inmate movement in the future, which is loosely defined as early 2020 when the DCSO will be expected to be able to move inmates into the new Downtown Detention Center.
Facility Anticipated Inmate Movement ~150 male inmates → Correctional Development Center – Male (CDM) new Downtown Detention Center (DDC) All male inmates → Hill Detention Center (HDC) new Downtown Detention Center (DDC) All male inmates → Maximum Correctional Center (MCC) new Downtown Detention Center (DDC) All female inmates → Metro-Davidson County Detention Facility (MDF) Maximum Correctional Center (MCC) Facility name will change to, “Correctional Development Center – Female (CDF)” All male inmates → Offender Re-entry Center (ORC) Correctional Development Center - Male (CDM)
Future Adult Facility Openings and Closures Facility Future Status of Facility Inmate Gender Correctional Development Center – Male Open Male (CDM) Hill Detention Center (HDC) Closed, demolished N/A Maximum Correctional Center (MCC) Facility name will change to, Open Female “Correctional Development Center – Female (CDF)” Metro-Davidson County Detention Facility Open Male (MDF) Offender Re-entry Center (ORC) Closed, used for DCSO staff only N/A …continued on the following page…
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Future Adult Correctional Facilities Diagram
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Correctional Facilities’ Geographic Locations Overall Davidson County Correctional Landscape Map Below is a zoomed-out map view of the geographic locations of each of the Davidson County correctional facilities, including the CoreCivic-managed MDF and the currently-under-construction Downtown Detention Center (DDC).
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Downtown Davidson County Correctional Landscape Map Below is a zoomed-in map view of the geographic locations of the Davidson County correctional facilities located in the downtown Nashville area, including the currently-under-construction Downtown Detention Center (DDC).
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Harding Place Davidson County Correctional Landscape Map Below is a zoomed-in map view of the geographic locations of the Davidson County correctional facilities located off of Harding Place in Nashville, including the CoreCivic-managed MDF.
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Davidson County Correctional Facilities’ Google Earth View
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Davidson County Downtown Correctional Facilities’ Google Earth View
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Davidson County Correctional Facilities’ Harding Place Google Earth View
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Budgets Before comparing the Core Civic and DCSO budgets, it is important to determine just how much it would the Metro Government for DCSO to manage the MDF. A thorough financial and operational analysis can be found in the subsequent sections, each outlining in great detail every functional part of managing the MDF. The budgetary elements from each of those sections is summarized immediately below in both high- level and detailed DCSO projected budgets.
A few notes about the first-year budgets:
• “Like-to-like” Budget - this budget shows how much it would cost for the DCSO to manage the MDF following the CoreCivic staffing model • “Recommended” Budget – this budget shows how much it would cost for the DCSO to manage the MDF with the DCSO agency-wide standard staffing model applied • Start-up Costs – the first year would carry the additional weight of start-up costs including activities such as purchasing new Furniture, Fixtures, and Equipment (FF&E) to outfit the facility, new hires and lateral training for CoreCivic employees joining the DCSO, and building maintenance, etc. The approximate amount of start-up one-time costs is noted in the bottom line of each year one budget. • At Capacity – the budgets below are the costs for the DCSO to run the MDF at full capacity. It is believed that the full capacity budget is more helpful for decision-making entities for several reasons: better to have a clear understanding of the high-end budget estimate and be able to scale it down based on actual population, the inmate population fluctuates from day to day, and it is difficult to estimate the future population numbers from year to year. DCSO First Year Budget Projection “Like-to-Like” – High-level The budget below is a high-level look at the DCSO projected cost for if the agency were to staff at a level and in a manner that CoreCivic does at the MDF.
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Like-to-like Budget Budget Line Item DCSO Projected Cost Payroll Expenditures $19,178,567.94 Equipment $3,214,629.81 Food Services $2,366,776.80 Inmate Medical $8,232,692.40 Maintenance & Repairs $1,295,644.001 Miscellaneous $3,085.31 Motor Vehicle Operations $151,266.672 Programs $5,000.00 Recurring Expenses $16,900.00 3 Training $319,358.92 Travel (Staff) $10,316.33 Uniforms $133,200.00 Utilities $960,710.74 Total $35,888,148.92 DCSO Year One Start-up Costs $4,043,709.11 Note: The first-year budget for the DCSO would be much higher than “steady-state” annual costs, more detail about which can be found in the Organizational Change Management > Budget section, page 110. DCSO First Year Budget Projection “Like-to-Like” – Detailed The budget below has the same figures as the budget in the aforementioned section, except it goes into greater detail. Just as in the high-level budget immediately above, the payroll expenditures below demonstrate the cost for the DCSO to follow CoreCivic’s current staffing model.
Year One Budget “Like-to-Like” Comparison DCSO Payroll Expenditures $19,178,567.94 Salaries and Wages $12,470,413.32 Overtime $1,345,876.89 Fringe Benefits $5,362,277.73 Equipment $3,214,629.81 FF&E $2,060,579.39 Small Wares $1,119,814.02 Leased Equipment $16,083.76
1 For estimation purposes, the 2017 CoreCivic maintenance numbers were used for annual DCSO maintenance costs. For the first year there is an additional $1,000,000.00 estimated to integrate the security electronics systems. 2 The DCSO estimate for Motor Vehicle Operations is based on the agency-wide actuals for 2017 and scaled based on the MDF size and staff. 3 The first year Training for the DCSO would be much higher than typical annual costs, for more information please see the Organizational Change Management > Budget section, page 110.
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Year One Budget “Like-to-Like” Comparison DCSO Rented Equipment $18,152.64 Food Services $2,366,776.80 Food & Staffing $2,366,776.80 Inmate Medical $8,232,692.40 Maintenance & Repairs $1,295,644.00 Miscellaneous $3,085.31 Facility Events $3,085.31 Motor Vehicle Operations $151,266.67 Programs $5,000.00 Recurring Expenses $16,900.00 Accreditation $10,125.00 Pest Control $4,200.00 Fire & Safety $2,575.00 Fire Suppression $2,400.00 Alarm Monitoring $0.00 Maintenance $0.00 Inspection $175.00 Taxes $0.00 State Franchise Taxes $0.00 Property Taxes $0.00 Insurance $0.00 Liability Insurance $0.00 Property Insurance $0.00 Training $319,358.92 Travel (Staff) $10,316.33 Uniforms $133,200.00 Utilities $960,710.74 Fuel $0.00 Electricity $342,663.66 Gas $140,485.78 Water/Sewer $371,351.70 Refuse Services $79,308.68 Cable $3,667.74 Communications $23,233.18 Telephone - Administration $23,233.18 Global Tel $0.00 Total $35,888,148.92 DCSO Year One Start-up Costs $4,043,709.11
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DCSO First Year Budget Projection Recommended – High-level For the DCSO projected budget found below it is important to remember that it accounts for running the MDF at full capacity, as the agency is prepared to manage the facility with a full inmate population of 1,368. DCSO Recommended Budget Budget Line Item DCSO Projected Cost Payroll Expenditures $22,409,967.58 Equipment $3,214,629.81 Food Services $2,366,776.80 Inmate Medical $8,232,692.40 Maintenance & Repairs $1,295,644.00 Miscellaneous $3,085.31 Motor Vehicle Operations $151,266.67 Programs $5,000.00 Recurring Expenses $16,900.00 Training $319,358.92 Travel (Staff) $10,316.33 Uniforms $133,200.00 Utilities $960,710.74 Total $39,119,548.56 DCSO Year One Start-up Costs $4,043,709.11
DCSO First Year Budget Projection Recommended - Detailed The table below illustrates the estimated year one budget for the DCSO to manage the MDF at the DCSO- standard recommended staffing level. Once again, the DCSO numbers below are estimated on the MDF being at full capacity. The detailed budget below provides additional insight into where these funds would likely be allocated.
Year One Recommended Budget DCSO Payroll Expenditures $22,409,967.58 Salaries and Wages $15,671,306.00 Overtime $0.00 Fringe Benefits $6,738,661.58 Equipment $3,214,629.81 FF&E $2,060,579.39 Small Wares $1,119,814.02 Leased Equipment $16,083.76 Rented Equipment $18,152.64 Food Services $2,366,776.80
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Year One Recommended Budget cont’d DCSO Food & Staffing $2,366,776.80 Inmate Medical $8,232,692.40 Maintenance & Repairs $1,295,644.00 Miscellaneous $3,085.31 Facility Events $3,085.31 Motor Vehicle Operations $151,266.67 Programs $5,000.00 Recurring Expenses $16,900.00 Accreditation $10,125.00 Pest Control $4,200.00 Fire & Safety $2,575.00 Fire Suppression $2,400.00 Alarm Monitoring $0.00 Maintenance $0.00 Inspection $175.00 Taxes $0.00 State Franchise Taxes $0.00 Property Taxes $0.00 Insurance $0.00 Liability Insurance $0.00 Property Insurance $0.00 Training $319,358.92 Travel (Staff) $10,316.33 Uniforms $133,200.00 Utilities $960,710.74 Fuel $0.00 Electricity $342,663.66 Gas $140,485.78 Water/Sewer $371,351.70 Refuse Services $79,308.68 Cable $3,667.74 Communications $23,233.18 Telephone - Administration $23,233.18 Global Tel $0.00 Total $39,119,548.56 DCSO Year One Start-up Costs $4,043,709.11
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DCSO Five-Year Budget Projection – High-level A high-level five-year budget projection for the DCSO recommended approach to managing the MDF is below. For the detailed five-year budget projections, please refer to the Appendix > Budget section.
Year 1 Year 2 Year 3 Year 4 Year 5 Payroll Expenditures $22,409,967.58 $22,409,967.58 $22,409,967.58 $22,409,967.58 $22,409,967.58 Equipment $3,214,629.81 $394,458.29 $405,214.37 $377,671.69 $376,800.64 Food Services $2,366,776.80 $2,366,776.80 $2,366,776.80 $2,366,776.80 $2,366,776.80 Inmate Medical $8,232,692.40 $8,232,692.40 $8,232,692.40 $8,232,692.40 $8,232,692.40 Maintenance & Repairs $1,295,644.00 $295,644.00 $295,644.00 $295,644.00 $295,644.00 Miscellaneous $3,085.31 $3,085.31 $3,085.31 $3,085.31 $3,085.31 Motor Vehicle Operations $151,266.67 $151,266.67 $151,266.67 $151,266.67 $151,266.67 Programs $5,000.00 $5,000.00 $5,000.00 $5,000.00 $5,000.00 Recurring Expenses $16,900.00 $6,775.00 $6,775.00 $16,900.00 $6,775.00 Training $319,358.92 $109,337.12 $109,337.12 $109,337.12 $109,337.12 Travel (Staff) $10,316.33 $10,316.33 $10,316.33 $10,316.33 $10,316.33 Uniforms $133,200.00 $133,200.00 $133,200.00 $133,200.00 $133,200.00 Utilities $960,710.74 $960,710.74 $960,710.74 $960,710.74 $960,710.74 $39,119,548.56 $35,079,230.24* $35,089,986.32* $35,072,568.64* $35,061,572.59* *Note: these projected budget numbers do not account for inflation, potential raises, potential incremental increases, or potential cost-of-living adjustments (COLA), and are subject to change.
DCSO and CoreCivic Budget Comparisons Now that the projected DCSO budgets and costs for managing the MDF have been fully analyzed and defined, the primary principle to understand for comparing DCSO and CoreCivic budgets is the per diem rate paid for by the State of Tennessee. For comparison purposes, it is important to note that the DCSO would likely not get the same per diem rate from the State of Tennessee that CoreCivic gets from them. The reason for this is that all Sheriffs in Tennessee get the same per diem rate for managing State inmate populations. A side-by-side comparison of the per diem rates can be found below:
DCSO CoreCivic (2017) Male Inmate Per Diem $37 $58.32 Female Inmate Per Diem $37 $66.01 …continued on the following page…
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Appreciating the implications of the per diem rates is critical to any and all decisions made about the management of the MDF. It is important to remember that today Metro Government and municipality does not pay anything for CoreCivic to manage the MDF, except for the salary of one DCSO employee Contract Monitor. If the DCSO were to assume management of the MDF, using the same budget projection calculations that CoreCivic uses, the budget to run that facility would be as follows:
DCSO Budget Allotment CoreCivic (2017) Inmate Population 1,368 1,368 Days Housed 365 365 Male Per Diem Cost $37 $58.32 Total Annual Budget $18,474,840.00 $29,120,342.40
In other words, the DCSO would need to try to manage the MDF for $18,474,840 each year. Assuming the State will not pay a higher per diem, any overage in this cost would have to be subsidized by Metro, whose budget is funded by tax payer dollars.
With a more complete analysis of anticipated DCSO cost completed, this section will round out with a comparison of the budget allowance as dictated by the State per diems and how much the Metro municipality would have to subsidize the State for care of State inmates at the MDF. Metro Subsidizing the Care of State Inmates As stated above, the per diem rates paid by the State of Tennessee to CoreCivic are much higher than those paid to the DCSO. If the same calculation is used for CoreCivic as for the DCSO to determine how much money the State would currently pay for the DCSO to manage the MDF, the DCSO (and therefore, Metro) would have to subsidize the funding for the management of this facility between $17,413,308.92 and $20,644,708.56 annually.
In addition to CoreCivic receiving a much higher per diem rate, their agreement states that the rate increases every year. The table below notes the current per diem rate increase schedule:
2015 2016 2017 2018 2019 Male Per Diem Rate $54.97 $56.62 $58.32 $60.07 $61.87
If the DCSO were to assume management of the MDF it would be on or after 2020, thus for comparison purposes the latest CoreCivic known negotiated rate (2019) is used below. All numbers are for managing the MDF at capacity.
CoreCivic 2019 Budget DCSO Budget Allotment Allotment Inmate Population 1,368 1,368 Days Housed 365 365 Male Per Diem Payment $37.00 $61.87 Total Annual Budget $18,474,840.00 $30,892,928.40
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Knowing what is now understood from the complete budget evaluation, it is understood that at an annual minimum it would cost the DCSO $31,844,439.81 (with an additional $4,043,709.11 as start-up costs) to operate the MDF, but more realistically it would cost $35,075,839.45.
DCSO “Like-to-Like” Model DCSO Recommended Model Year One Budget $35,888,148.92 $39,119,548.56 Start-up Costs $4,043,709.11 $4,043,709.11 Steady Operational Annual Cost $31,844,439.81 $35,075,839.45
Given the calculated per diem allotments the State would pay noted in the table below, Metro government would need to appropriate $17,413,308.92 and $20,644,708.56 to fully fund the DCSO management of the facility. DCSO Year One Budget Gap DCSO “Like-to-like” Budget DCSO Recommended Budget DCSO Year One Cost $35,888,148.92 $39,119,548.56 State Per Diem Annual Payment $18,474,840.00 $18,474,840.00 Balance Remaining to be Paid $17,413,308.92 $20,644,708.56
For years two through five the DCSO recommended budget numbers were used. DCSO Years Two through Five Budget Gap Year Two Year Three Year Four Year Five DCSO Cost $35,079,230.24 $35,089,986.32 $35,072,568.64 $35,061,572.59 State Per Diem Annual Payment $18,474,840.00 $18,474,840.00 $18,474,840.00 $18,474,840.00 Balance Remaining to be Paid $16,604,390.24 $16,615,146.32 $16,597,728.64 $16,586,732.59
For the best comparison for the next scenario, a steady-state operational budget will be used for the DCSO which does not include Year One start-up costs. For the DCSO Like-to-Like Model, this number was determined by taking the Year One Like-to-Like budget and subtracting the Start-up costs of $4,043,709.11. For the Recommended Model, this number was arrived by taking the average DCSO cost from Years Two through Five.
It is important to note, if Metro were able to get a matching per diem rate there would still be a budget deficit that Metro would have to subsidize. Please see below:
DCSO Recommended Core Civic 2019 DCSO Like-to-Like Model Model Budget Steady Operational Projected Cost $31,844,439.81 $35,075,839.45 - Inmate Population 1,368 1,368 1,368 Days Housed 365 365 365 Male 2019 Per Diem $61.87 $61.87 $61.87 Total Annual Per Diem Payment $30,892,928.40 $30,892,928.40 $30,892,928.40 Balance Remaining to be Paid $951,511.41 $4,182,911.05 -
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Land and Building Considerations In addition to the significant financial burden to the Metro government, there are complicated building and land implications that should be considered if the DCSO were to assume management of the MDF. In 1989, Metro and the State executed a land grant contract in keeping with the County Correctional Incentives Act of 1981 which has subsequently been amended numerous times. Two tracts of land owned by the State were granted to Metro in 1989, now known as the Harding Place grounds currently occupied by both correctional and other Metro agencies.
According to Tenn. Code Ann. § 41-8-106(a), “No county shall be required to house convicted felons sentenced to more than one (1) year of continuous confinement unless the county, through the authority of its county legislative body, has chosen to contract with the department of correction for the purpose of housing certain felons. The department shall promulgate rules for requirements and procedures for contracting.”
When Metro chose to house convicted felons of more than one (1) year of continuous confinement, they bound themselves to the contract and its provisions. If Metro were to terminate the contract with the TDOC, according to counsel it is not entirely clear whether Metro could turn the MDF building over to the State or whether Metro would need to reimburse the State for the grant funds provided in 1989 and over the course of the numerous agreement revision period. It is possible under the 2008 agreements that Metro could return new and additional facilities to the State, but under the 1991 agreements Metro would arguably have to reimburse the State for the grant funds for the original jail facilities (~$3,000,000.)
In summary, there are a few potential outcomes as a result in the breach of contract with the State:
• The land covered in the original 1989 Grant Contract reverts to the State, thus possibly displacing other agencies occupying the two tracts of land under agreement. • The State assumes ownership and full right to the facilities and all necessary easements, thereby relieving Metro of $10,275,000 debt.
Due to the complexity of the land grant issue, it is highly recommended that any and all decision makers meet with DCSO and Metro Legal teams to discuss all potential ramifications prior to making a formal decision or recommendation with regard to the ongoing management of the MDF.
Conversely, terminating the contract with CoreCivic is fairly simple by comparison. The contract with then CCA, now CoreCivic, has a specific clause entitled, “Termination for Convenience” which does not require DCSO cause or permission from CoreCivic to terminate. Conclusion From a purely budgetary standpoint the cost for the DCSO to manage the MDF will be a substantial burden to the Metro government, and therefore, Metro taxpayers which they are not currently carrying today. As stated before, the management of the State inmates housed in the CoreCivic-managed MDF falls on the State. The only cost to Metro, via DCSO as a pass through, is the cost of the Contract Monitor employee’s annual salary. A comparison of current to potential future costs is below:
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DCSO Current Annual Cost for the MDF DCSO Future Annual Cost for the MDF DCSO Cost (Recommended) $35,075,839.45 Approx. Contract Monitor Salary $53,734.12 Per Diem Annual Payment $18,474,840.00 Balance Remaining to be Paid $16,600,999.45
While the budgets tell a compelling financial story, there is much more that should be taken into consideration when deciding which party should manage the MDF. The subsequent sections will illustrate in vivid detail exactly what the DCSO estimates it will take to run the MDF at full capacity, covering everything from Staffing to Equipment, from Food Services to Fleet. At the conclusion of this report, the Organizational Change Management complexities are discussed at a high-level to provide even more insights into the timeline and stakeholder implications of the change in MDF management. It is advised that a thoughtful decision be made only after taking all of these multi-factorial data points into consideration, and not just based on emotions nor dollars and cents.
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Staffing The Staffing section of this report will focus on two primary comparisons:
• CoreCivic staffing model mirrored by DCSO • CoreCivic staffing model compared to the DCSO standard/recommended staffing model
It is important to note that the analyses which follow are based on the capacity of the Metro-Davidson County Detention Facility, not the current size of the inmate population; this is due to inmate movement, and location and population fluctuation.
There are several key differences in staffing, management, and pay scales between CoreCivic and the DCSO. This report will delve into factors that influence the size of employee population, cost differences, one- time transition staffing costs, and factors that do not influence number of employees or cost gaps between CoreCivic and the DCSO.
Key factors affecting number of employees and staff cost differences are:
• salaries • fringe benefits • relief factors • overtime pay • shift differentials
One-time cost considerations in the event of a management transition from CoreCivic to the DCSO are related to:
• recruitment • candidate screening • candidate evaluation • new hire training • lateral training of transitioning CoreCivic employees
Finally, factors that do not greatly influence number of employees and staff cost differences mainly pertain to differing management styles between CoreCivic and the DCSO of Unit Management versus Direct Supervision.
This section will outline not only the various staffing considerations but also the annual cost associated with the differences in staffing models and practices between the two entities. Staffing Overview To comply with the Tennessee Corrections Institute Minimum Standards for Local Adult Correctional Facilities, CoreCivic has identified approximately 28 posts and positions that require mandatory staffing. To see the full list of CoreCivic mandatory positions and posts, please refer to the appendix.
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Non-mandatory positions are staffed by rotating other positions and using over-time pay. In other words, a Processing Clerk could also be trained to rotate and fill positions for Transportation or Intake. It is not uncommon for the Processing Clerk, at the end of their shift, to be asked to fill in for the Intake employee who called in sick. This puts the Processing Clerk into over-time and has them wearing many hats.
Another difference in staffing model and operations is that CoreCivic uses the 40-hour work week model, where the DCSO uses a 28-day work cycle (168 working hours/cycle); whereby the 40-hour work week has a higher dependency on over-time. Briefly, once a 40-hour work week employee exceeds their hours in week one it becomes harder to recoup any hours in the following week. Conversely, a 28-day cycle employee allows the maneuverability to flex employee time over nearly a full calendar month without incurring the need for over-time. For example, a 28-day cycle employee could potentially work all 168 hours in the first two weeks of the month and take weeks three and four off. A 40-hour work week employee in the same situation would incur overtime in weeks one and two and would have to work weeks three and four unless a scheduled leave of absence was arranged in advance.
While CoreCivic meets all standards and contractual requirements, the practices of running a leaner staff, rotating roles, the 40-hour work week, and reliance on over-time have resulted in the following high-level impacts at the Metro Davidson County Detention Facility:
Staffed Area Impact Intake/Processing Opportunity for greater efficiency Transportation Divisions Opportunity for greater efficiency Programs - Recreation Reduced and/or change in schedule Programs - Carpentry Class suspended for a period exceeding a year Pods/Housing Units Staff over-time increase
While a side-by-side staffing model comparison has been evaluated using the same practices as CoreCivic outlined above, a DCSO recommended staffing model will also be presented which has additional roles and employees to avoid some of the biproducts of the CoreCivic approach. It is worth noting that the current CoreCivic staffing model is in full compliance with the law and the contract with DCSO. Staffing Model Comparisons CoreCivic Current Staffing Model and Statistics Below is a table representing current CoreCivic staffing model at the MDF. Again, for the purposes of this analysis all numbers are based on the capacity of the facility rather than current occupancy rate; this is due to inmate movement, population and location fluctuation.
…continued on the following page…
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Further, this analysis will not include Medical Staff as CoreCivic employs their Medical Staff while the MPHD contracts this out. A more detailed comparison of Medical Staff/Medical Services will be included separately in a subsection within this Staffing section. For the sake of a like-to-like comparison, the following CoreCivic staffing breakdown will be used:
Position Title or Description CoreCivic Staff Numbers 1 Management/Support 18 2 Correctional Operations 208 3 Maintenance 7 4 Services 1 5 Programs 24.5 6 Health Services 35.75 Totals 294.25 258.5
Staffing Model Comparison: CoreCivic Current Mirrored by DCSO (aka “like-to-like”) Below is a like-to-like annual budget comparison with the number of employees that CoreCivic currently has staffing the facility. The key components of the cost to staff a correctional facility are:
• Salaries: employee pay issued on a fixed, regular basis by employer to employee • Fringe Benefits: generally speaking, fringe benefits include items like health insurance, pension, retirement contributions. As indicated by the cost breakdown below, the DCSO fringe benefits equate to 43% of an employee’s salary while that of CoreCivic equates to 25% of an employee’s salary. While more information on fringe benefits can be found later in this section of the report, a further analysis of CoreCivic’s fringe versus those of DCSO will not be provided. • Overtime Pay: for hours exceeding the standard employee schedule, overtime pay is issued. CoreCivic reports an average of 14% overtime for their MDF employees, therefore for the purposes of a like-to-like staffing comparison the table below uses that same 14% overtime estimate for the projected DCSO staffing costs.
CoreCivic has evaluated they need 258.5 employees, not including their medical staff, to staff the facility.
A Note on Medical Staff/Medical Services As noted briefly above CoreCivic employs their Medical staff, including roles ranging from Registered Nurses to Physicians, from Dentists to Psychiatrists and everything in between. DCSO, via the Metro Public Health Department (MPHD), uses a third-party vendor for Medical Services. For this reason, the DCSO staff size is reduced to 258.5, as CoreCivic employs 35.75 medical staff. The fees that the MPHD pays to the third-party Medical Services vendor are not included in this analysis. For information on the Medical Services vendor specifications and cost, please see the Facility Services section of this report.
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A Note on Food Services Food Services employees, both for DCSO and CoreCivic, are limited to a handful of full-time managerial staff for the oversight of third-party vendor staff. The majority of Food Services staff are vendor staff, supplemented slightly by inmate labor. Staffing Model Comparison: CoreCivic Current to DCSO Recommended There are several factors that come into play when creating the DCSO recommended staffing model, most of which result in an increase in desired employee population to staff the MDF:
• Overtime: DCSO prefers to staff in such a way as to avoid an unnecessary reliance on overtime hours. While some might argue that overtime is less expensive than hiring more staff, the downside is the toll it takes on the employee base in addition to the impact on general morale and staff well-being. • Shift Differentials: The DCSO uses a combination of eight- and twelve-hour scheduled shifts to keep the correctional facilities fully-staffed 24 hours a day, seven days a week. While the DCSO and CoreCivic both use a mix of eight- and twelve-hour shifts, CoreCivic does not appear to use shift differentials as part of their employee compensation. DCSO employees are compensated for working some shifts, such as overnight, by having their hourly wage increased as noted below:
Shift Name Shift Time Shift Differential 7AM-3:30PM (8-hour shift) First None 7AM-7PM (12-hour shift) Second 3PM-11:30PM (8-hour shift) $0.70/hour 11PM-7:30PM (8-hour shift) Third $0.80/hour 7PM-7AM (12-hour shift)
The use of shift differentials has a financial implication which is reflected in the high-level cost comparison below as well.
• Relief Factor: The total employee population size recommended by DCSO is enlarged by a larger relief factor than that used by CoreCivic. The relief factor is determined based on identifying critical positions and the number of employees needed on a daily basis to operate the facility. The relief factor accounts for scheduled and unscheduled time away from the job; and for the DCSO that includes: light duty, vacation, sick leave, training allowance, injury on duty, comp time, FMLA, short-term disability, and administrative leave. CoreCivic Relief Factors DCSO Relief Factors 8-hour shift 1.67 8-hour shift 1.80 Correctional Staff 12-hour shirt 2.36 12-hour shift 2.70 RN 12-hour shift 2.67 N/A - vendor Health Services Staff LPN 12-hour shift (Intake) 2.00 N/A - vendor LPN 12-hour shift 2.67 N/A - vendor
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Although the CoreCivic staffing patterns meet standards and contractual obligations, if DCSO assumes management of the MDF it recommends additional staffing as shown in the chart below:
Position Title or Description CoreCivic Total Staff DCSO Recommended Staff 1 Management/Support 20 14 2 Corrections 198.32 260.7 3 Maintenance 7 3 4 Services 2 12 5 Programs 31.5 43 2 full-time employees 6 Health Services 35.75 (39.975) contractors Totals 294.25 258.82 334.7
The table below outlines the reason and rationale for additional staff in the DCSO recommended staffing model versus the CoreCivic staffing model: Staffing Model Position Title or Description Explanation of Employee Count Difference Population Difference • DCSO will be able to leverage several 1 Management/Support (6) centralized support positions without needing to add staff just to cover the MDF Corrections – Correctional • DCSO has a higher relief factor 2 13.58 Officers • Variance caused by the DCSO use of Direct Supervision versus CoreCivic’s use of Unit Corrections - Other Management Master Control (more information can be found later in the Staffing section) 3 Armed Svcs Division 48.8 Intake • CoreCivic uses a 40-hour work week, DCSO Checkpoint uses a 28-day cycle Back Dock • CoreCivic uses 3 shifts to staff certain posts which DCSO would use 2 shifts to staff • DCSO will be able to leverage centralized 4 Maintenance (4) maintenance positions without needing to add staff just to cover the MDF • While DCSO will be able to leverage Services centralized positions without needing to add 5 Classification 10 staff just to cover the MDF, a few additional Property Laundry roles plus their relief factor enhances the number of these positions …continued on the following page…
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Staffing Model Explanation of Employee Count Position Title or Description Population Difference Difference • Though there would be little change in program offerings under DCSO supervision, DCSO recommends staffing each program 6 Programs 11.5 with a Program Manager and a Case Manager/ Treatment Counselor. • DCSO Education Programs require both full- and part-time proctors 7 Health Services 2 • DCSO has two Mental Health employees Totals 75.88
A few important things to note before exploring the more intricate implications of the recommended staffing model:
• Additional Administrative Staff is accounted for in the DCSO recommended model, with duties related to supporting existing staff in Human Resources, Technology, and Finance capacities. • New Correctional Officers incur training, uniform, and equipment costs. Training needs are outlined within the Organizational Change Management > Staffing > Training section of this report, while uniform and equipment costs are covered in detail in the Facility Operations > Small Wares section of this report. Factors Affecting Staffing Population and Cost Differences If the DCSO assumes management of the MDF, it would increase the overall DCSO-managed inmate population by almost 37%. To leverage economies of scale, DCSO would change the staffing model for certain groups that are used across the correctional landscape (i.e. SORT). Additional details about how the take-over would impact the recommended staffing model and cost is outlined in the sections below. Increased Employee Population In the event that the DCSO assumes management of the MDF, there are several positions that would need to be filled. It is important to note that CoreCivic meets all minimum requirements and standards with regards to staffing. The DCSO would require a larger employee population due to a higher relief factor, greater fringe benefits, and a different shift mix.
Additionally, CoreCivic cross-trains all staff to perform correctional roles, which might be another explanation for the difference in recommended staff population. This CoreCivic cross-training allows for a smaller number of employees to be called upon to fill a larger number of positions. For example: a CoreCivic Case Manager may be trained to fill in for a Correctional Officer.
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Fringe Benefits Fringe benefits can include health insurance, pension, retirement contributions, life insurance, Health Savings Accounts, mileage reimbursement. As indicated by the cost breakdown above, Metro offers more fringe benefits than CoreCivic. The DCSO fringe benefits are based on Metro-calculated fringe benefits. The Metro fringe benefits include:
a. Eleven paid holidays b. Sick leave c. Vacation leave d. Personal leave e. Military leave f. Medical insurance g. Life insurance h. Longevity pay i. Pension benefits after being vested (10 years) j. Tuition reimbursement
Metro fringe benefits for the DCSO equate to 43% of an employee’s salary, while fringe benefits for CoreCivic equate to 25% of an employee’s salary. A further analysis of CoreCivic’s fringe versus those of DCSO are not included in this report. Relief Factors As stated above, the total staff size recommended by DCSO is increased by a larger relief factor than that used by CoreCivic. The relief factor is determined based on identifying critical positions and the number of employees needed on a daily basis to run the facility. The relief factor accounts for scheduled and unscheduled time away from the job; and for the DCSO that includes: light duty, vacation, sick leave, training allowance, injury on duty, comp time, FMLA, short-term disability, and administrative leave.
CoreCivic Relief Factors DCSO Relief Factors 8-hour shift 1.67 8-hour shift 1.80 Correctional Staff 12-hour shift 2.36 12-hour shift 2.70 RN 12-hour shift 2.67 N/A - vendor Health Services LPN 12-hour shift 2.00 N/A - vendor Staff (Intake) LPN 12-hour shift 2.00 N/A - vendor
Relief factors are critical in security and corrections, much more so than in many other industries. For example, if a retail bank determines they need a certain number of tellers to staff their teller line during peak hours, they do not typically have to be overly concerned with relief factors. If a teller has an unexpected absence, the bank can still operate with fewer staff. In a correctional facility, however, there are many secure posts which simply cannot go unmanned – no matter how short the duration. The result of factoring in the DCSO’s standard relief factors does not greatly affect the number of available positions it takes to manage a facility; however, it does have an effect on the number of employees it takes to fill, cover, and backfill those necessary positions.
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In summary, the higher the relief factor the larger the required staff size to fill a set number of positions. Increased employee numbers directly correspond to higher staffing cost. This higher staffing cost is compounded by the fact that the DCSO also requires more positions to staff the MDF according to the standards used enterprise-wide by the DCSO.
Shift Differentials As stated above, the DCSO uses a combination of eight- and twelve-hour scheduled shifts to keep the correctional facilities fully-staffed 24 hours a day, seven days a week. While the DCSO and CoreCivic both use a mix of eight- and twelve-hour shifts, CoreCivic does not appear to use shift differentials as part of their employee compensation. DCSO employees are compensated for working some shifts, such as overnight, by having their hourly wage increased as noted below:
Shift Name Shift Time Shift Differential 7AM-3:30PM (8-hour shift) First None 7AM-7PM (12-hour shift) Second 3PM-11:30PM (8-hour shift) $0.70/hour 11PM-7:30PM (8-hour shift) Third $0.80/hour 7PM-7AM (12-hour shift)
In summary, the use of shift differentials by the DCSO equates to greater staffing cost. One-Time Transition Cost Considerations In the event that the DCSO assumes management responsibilities of the MDF, there are a few one-time staffing costs that come into bear for budget, process, and cultural aspects of this evaluation; primarily employee selection, screening, and training. The cost incurred for these processes has been included in the DCSO first year start-up budget, and more detailed information on both the budget impact and description of the activities can be found in the Organizational Change > Staffing section under Recruitment and Lateral Training. Employee Selection, Screening, and Training Should the DCSO take over the management of the MDF, all CoreCivic staff will need to be funneled through the standard DCSO hiring and training process. Standard hiring processes which transitioning CoreCivic employees will have to go through are as follows:
• Lateral training (see, Organizational Change > Staffing section under Recruitment and Lateral Training section for additional detail): In essence, lateral training is provided to transition CoreCivic employees to the DCSO team and educate them as to the DCSO standards, code of conduct, employee comportment and appearance, policies and procedures, and HR considerations. While employees transferring from CoreCivic may be seasoned correctional employees, it is necessary for them to be fully onboarded in accordance with DCSO standard hiring and training protocols.
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• Civil Service testing: One item that has yet to be determined is whether or not employees transitioning from CoreCivic to DCSO will need to pass the Civil Service test or if they will be grandfathered in to the system due to experience to-date. • Staff evaluations: Regardless of the level or tenure of a CoreCivic employee within the CoreCivic system, upon transferring to the DCSO team all employees will pass through a panel evaluation process. This panel of DCSO Human Resources professionals will conduct an interview which will ultimately help determine the title, roles and responsibilities, salary, and potentially which location each transitioning employee will assume while working for the DCSO.
Some potential employees will inevitably elect not to join DCSO prior to or while these activities (are) taking place.
It is important to note that CoreCivic employees will not automatically receive title equity when joining the DCSO, rather they will be granted a title and corresponding roles and responsibilities in accordance with the standard hiring criteria used every day by the DCSO. In addition, CoreCivic employees absorbed by the DCSO will become eligible to be staffed at all DCSO-operated facilities and cannot be guaranteed placement at the MDF.
As with any take-over or large-scale leadership/management change, there are cultural considerations that should be taken into account with staffing planning. For more on the cultural change front please refer to the Organizational Change > Staffing section. Factors without Material Effect on Staffing Cost Differences Unit Management Versus Direct Supervision The management methods which will be discussed in this section refer to the management structure of correctional staff within the facility inmate housing units or bays. Much like one may be familiar with different corporate hierarchy structures, there are parallels with varying management structures within the correctional facility.
CoreCivic uses a management method referred to as, “Unit Management” while the DCSO uses a management method referred to as, “Direct Supervision.” Unit Management is the principle whereby each unit, or “pod” or “bay” is run like a mini-prison with several layers of management staffed in each unit on a regular non-rotational basis. This means that, while there may be several inmate housing units in a facility, correctional staff does not typically rotate to other units and can feasibly be staffed in a single unit for several consecutive months or even years in a row. A number of the bi-products which result from each management style have both positive and negative consequences, depending on perspective and preference, thus there are repeat items which fall on both the pro and con side of many categories.
Unit Management Direct Supervision Pros Cons Pros Cons • Inmate Familiarity: • Inmate Familiarity: • Inmate Familiarity: • Inmate Familiarity: Increased knowledge Increased familiarity Reduced familiarity Potential for less
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Unit Management Direct Supervision Pros Cons Pros Cons and familiarity of with specific inmate with specific inmates familiarity with specific inmates population and inmate specific inmate and/or inmate populations and/or inmate populations populations
• Increased Oversight: • Complacency: • Increased Oversight: Tighter, more Potential for Less ongoing, immediate complacency with immediate management of security or management of junior-level regulations employees by their employees by senior senior supervisors employees • Colleague • Inmate Familiarity: • Employee • Colleague Familiarity: Potential for inmate Satisfaction: Greater Familiarity: Increased knowledge relationship variety of Potential for less and familiarity with development or environment and familiarity with correctional preferential roles for correctional correctional colleagues in the treatment staff colleagues same unit • Decentralized • Overtime: Potential • Overtime: Less Management: for over-reliance on reliance on over- Relative autonomy over-time when staff time to staff each of management is absent or tardy housing area, as within each unit staff can be moved freely throughout the facility to cover shifts • Overtime: Financial impact of increased over-time
Unit Management – Exemplar Staffing Employee Title Number of Employees Employee Location(s) Correctional Officer 1 per unit Housing Unit Correctional Counselor 1 per unit Various Posts Case Manager 1 per unit Various Posts Unit Manager 1 per unit Various Posts
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Direct Supervision – Exemplar Staffing Employee Title Number of Employees Employee Location(s) Correctional Officer Based on inmate population Housing Unit Lieutenant 1 per facility per shift Rounding each floor Sergeant 1 per floor Rounding each floor Facility Chief of Security 1 per facility Overseeing all Lieutenants and Sergeants
Conclusion In conclusion, in the event that the DCSO should assume management of the MDF from CoreCivic it is recommended that staffing size be enhanced. To clarify: while the recommended number of positions may not vary greatly between the CoreCivic current staffing model and the DCSO recommended staffing model, the difference in relief factors does result in a noteworthy increase in recommended staff size to adequately fill those positions.
DCSO recommends that Direct Supervision Management be used in addition to the current DCSO staffing models. This staffing recommendation includes an adequate relief factor for both eight- and twelve-hour shifts and reduces the burden of overtime.
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Facility Operations The Facility Operations section of this report will focus on all that goes into running the daily operations of the MDF. It is important to keep in mind that running a correctional facility is similar to running a small city. The primary operational areas that will be covered in this section are:
• Furniture, Fixtures, and Equipment (FF&E): this includes items large and small (costing more than $400) that it takes to fully furnish, outfit, and stock the detention center • Small Wares: these include smaller fixtures and equipment, costing less than $400, but also extend to paper goods, officer allotment, kitchen chemicals, etc. o Inmate Issue – returned: these are items that are issued to each inmate upon intake into the facility which must be returned upon their departure, be that either transfer4 or release o Inmate Issue – retained: these are items that are issued to each inmate upon intake into the facility which the inmate may choose to retain, as they are not returned to the facility upon inmate departure • Information Technology: this includes all IT-related items from laptops to inmate tablets, and includes items such as televisions, phones, fax machines, copiers, etc. • Security: these items include locking mechanisms, security cameras, and more • Utilities: monthly utilities include electric, cable, gas, etc. • Monthly Expenditures: aside from utilities, this includes items like insurance, refuse services, pest control, fire and safety • Accreditation: every three years the facilities must go through the accreditation process anew, and upon approval must pay a renewal fee
While this section of the report will provide a comparison of how CoreCivic and the DCSO handle and inventory items included in each category, associated cost, procurement processes and policies, there are not great differences in how each entity handles facility operations. Rather than identify areas of divergence, this section will primarily further edify the reader on all that goes into the daily operations and upkeep of a correctional facility of this size. Further information and detail about initial start-up operational considerations and transition considerations related to Facility Operations can be found in the Organizational Change Management section of this report. Furniture, Fixtures, and Equipment (FF&E) Furniture, Fixtures, and Equipment (FF&E) includes items large and small which cost more than $400 that furnish, outfit, and stock the detention center. As outlined below, these items fall into categories that range from fleet to building, from janitorial to office supply. A complete exemplar list of CoreCivic FF&E from 2017 is detailed in the Appendix under the Furniture, Fixtures, and Equipment section, and a high- level sample stock list of CoreCivic FF&E is outlined below.
4 Validate this includes transfer
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A sampling of CoreCivic FF&E items in each category, not an exhaustive list, is below. For a more detailed accounting of an exemplar list of CoreCivic FF&E, please see the Appendix.
Category Item Description BUILDING - STORAGE Building BUILDING - ADDITION CIRCULATING PUMP Dental EVAC PUMP FILM PROCESSOR Fire Safety SPRINKLER RECALL CAGING - TRANSPORT CAR VAN Fleet SUV BUS TRUCK DESK Furniture-Office FILE CABINET A/C - 15 TON HVAC-RTU HVAC GAS UNIT HVAC ROOFTOP UNIT COMPUTER - LAPTOP COMPUTER - DESKTOP PHONE SYSTEM AVAYA IT POLYCOM HDX VIDEO EQUIPEMEN PRINTER SERVER HP SOFTWARE BURNISHER Janitorial FLOOR POLISHER BOWL CUTTER BRAISING PAN CONVECTION OVEN ICE MAKER W/ BIN GAS KETTLE Kitchen MIXER, FLOOR MODEL REFRIGERATOR STD SINGLE ROLL-IN OVEN RACK TRAY DELIVERY CART UTILITY CART
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Category Item Description Kitchen cont’d VEGETABLE SLICER/SHREDDER DRYER DRYING RACK Laundry Equipment SCALE, RECEIVING WASHER Licensure RADIO PORT LICENSE PALLET JACK PARTS WASHER Maintenance Equipment PRESSURE WASHER HOT WATER SAFETY CABINET SCISSOR LIFT, ELECTRIC DEFIBRILLATOR EXAM TABLE Medical PULSE OXIMETER, FINGERPRINT TRANSPORT STRETCHER WHEELCHAIR COPIER FAX MACHINE Office Equipment PROJECTOR SCANNER SHREDDER Plumbing WATER HEATER Recreation WEIGHT MACHINE MULTI-STATION CAMERA PIXIELINK W/ TRIPOD METAL DETECTOR, WALK-THRU Security PARCEL SCANNER PELCO SECURITY CAMERA/DVR VEST, BALLISTIC THREAT IIIA
This section will not focus heavily on the differences between the FF&E that CoreCivic has, acquires, and maintains and that of the DCSO. The primary goal of this explanation is to help provide more detail about what FF&E includes and how much it would impact the budget and operations to either acquire or procure the necessary FF&E to manage the MDF, in the event that the DCSO would assume management of the facility.
The table below outlines how each category of FF&E would be treated by DCSO, with the following potential outcomes:
• Acquire – upon thorough evaluation of particular equipment, the DCSO and Metro may acquire items from CoreCivic at a depreciated cost
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• Existing – the DCSO will elect to incorporate existing DCSO or Metro FF&E to fully outfit the facility • Procure New – the DCSO will procure new FF&E as needed through existing vendor relationships and channels • Other – some FF&E would be third-party vendor responsibility (i.e. Food Services FF&E) • N/A – some items commonly considered FF&E may not apply to this particular set of circumstances, as noted in greater detail below
Category DCSO Acquire/Procure New/Other Notes The land is owned by Metro government, and the building belongs to the State of Building N/A Tennessee. No further action would be required to secure the property in the event of a change of management. The Health Services contractor would Other - Vendor determine if there are items they would Dental responsibility/determination like to try to purchase from CoreCivic at a depreciated cost. As part of the building structure (i.e. sprinklers), Fire Safety FF&E would Fire Safety N/A transition over to DCSO custody just as the building itself would. The DCSO would use transportation that is Fleet Existing, Procure New part of the existing DCSO fleet and would not acquire anything from CoreCivic. In partnership with Metro, the DCSO would determine if they would like to purchase Furniture - Office Acquire, Existing items, at a depreciated cost, from CoreCivic to augment existing inventory. As part of the building structure, HVAC FF&E would transition over to DCSO custody just as the building itself would. HVAC N/A Note: The State reimburses payments for items and/or repairs which exceed $50K to areas considered part of the basic building structure/infrastructure. The DCSO would opt to use DCSO Division IT Existing Specific Equipment, some of which is leased (i.e. copiers). The DCSO would determine if they would Janitorial like to purchase Janitorial Equipment from Acquire, Existing Equipment CoreCivic at a depreciated cost to augment existing inventory.
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Category DCSO Acquire/Procure New/Other Notes The Food Services contractor would Other - Vendor determine if there are items they would Kitchen responsibility/determination like to try to purchase from CoreCivic at a depreciated cost. The DCSO would determine if they would like to use Laundry Equipment left behind by CoreCivic. As DCSO has a centralized Laundry laundry, the DCSO would use the MDF Acquire, Existing Equipment laundry equipment/facilities locally in the short-term until their equipment is no longer operational. No payment would exchange hands for said equipment. The DCSO would secure all accreditation Licensure Procure New and licensure independently of CoreCivic. The DCSO would determine if they would Maintenance like to purchase Maintenance Equipment Acquire, Existing Equipment from CoreCivic to augment existing inventory. The Health Services contractor would Other - Vendor determine if there are items they would Medical responsibility/determination like to try to purchase from CoreCivic at a depreciated cost. The DCSO would purchase new or use Office Equipment Existing, Procure New existing Office Equipment, and would be determined in partnership with Metro. As part of the building structure Plumbing Plumbing N/A FF&E would transition over to DCSO custody just as the building itself would. The DCSO would not purchase or use Recreation Existing CoreCivic Recreation equipment. Th DCSO would only consider purchasing certain Security FF&E from CoreCivic, mainly metal detectors. The DCSO would Security Acquire (limited), Existing instead opt to primarily use DCSO-standard security items, weapons, and restraints, etc.
Based on the DCSO projected handling and treatment of CoreCivic FF&E noted above the budget has been updated appropriately both start-up, acquisition, procurement, and replacement costs. For detail on projected acquisition and procurement costs, please read the Furniture, Fixtures, and Equipment Budget Considerations section below.
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Furniture, Fixtures, and Equipment Budget Considerations In preparation for the event that the DCSO potentially assumes management of the MDF, a cost and item lifespan analysis of all existing Furniture, Fixtures, and Equipment (FF&E) at CoreCivic was performed. The tables below outline the budget considerations for the first five years after the DCSO assumed responsibility of managing the MDF.
The first year of the MDF under DCSO management would incur multiple kinds of FF&E costs: acquiring certain items from CoreCivic, purchasing net new equipment, and replacing “expired”5 equipment that is currently in place at the MDF.
Year One: Action Description Associated Cost Estimate 1 Acquire from CoreCivic $67,301.48 2 Purchase Net New $2,157,579.39 3 Replace $69,577.14 Year One Total $2,294,458.01
A complete analysis of the MDF floorplan and potential office space was conducted and used in conjunction with the DCSO recommended staffing model to create very detailed projections of all new procurement FF&E needs for the DCSO, in the event that the DCSO should assume management of the MDF. The breakdown of all that goes into the “Purchase Net New” category above can be found below:
FF&E Item Description Subtotal 1 Chairs $77,028.00 2 Desks $187,397.00 3 Division-Specific Equipment $505,637.50 4 Filing Cabinets $44,100.00 5 Fleet $704,000.00 6 IT $220,641.30 7 Maintenance, General $12,914.00 8 Maintenance, on Maintenance Vehicles $264,104.64 9 Other Furniture $79,176.95 10 Tables $62,580.00
Purchase Net New Subtotal $2,157,579.39
In addition to purchasing new FF&E for MDF, the DCSO would also need to lease copiers for specific offices at the following estimated annual cost:
Leased Equipment $10,137.60
5 Expired equipment is defined based on lifespan projections and salvage value
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Years two, three, four, and five would not involve acquiring any items from CoreCivic. Additional FF&E will need to be purchased on a rolling basis based on the provided lifespan information of the existing equipment at the MDF. For budgeting purposes, the original purchase prices of said equipment were used to project ballpark potential cost the DCSO and Metro would incur to replace these pieces.
Year 2 Year 3 Year 4 Year 5 Action Description Cost Estimate Cost Estimate Cost Estimate Cost Estimate 1 Replace $27,140.55 $37,896.63 $10,353.95 $9,482.90
For a more detailed accounting of projected items to be purchased from CoreCivic, existing DCSO items, and newly purchased items please see the Appendix under the Furniture, Fixtures, and Equipment subheading. Small Wares Small Wares include items of a smaller nature which cost less than $400 each that augment the stock and outfitting provided by the Furniture, Fixtures, and Equipment (FF&E) inventory. As noted in the introduction to this section, Small Wares cover Inmate Issue items and extend to paper goods, officer allotment, kitchen chemicals, and more. Inmate Issue Overview Small Wares include items called, “Inmate Issue” which refer to items that are issued to inmates upon booking into the facility. There are a few categories of Inmate Issue which will be covered in this section of the report, which are outlined below.
• Inmate Issue – Returned: these are items which are issued to inmates but are returned to the facility upon inmate discharge, transfer, or departure. There are two sub-categories within the Returned category: o Universal Items: these items are issued to every single inmate, regardless of classification or facility role o Unique Items: these items are issued to inmates specifically based on their classification or facility role • Inmate Issue – Retained: these are items which are issued to inmates that they may choose to keep when they leave the facility. Inmates are charged a one-time processing fee to cover the cost of these items. Inmate Issue – Returned When an inmate is remanded to the custody of the DCSO they are issued the following items which must be returned to the DCSO by the inmate upon discharge or release. The DCSO will then launder and reuse these items until they are no longer suitable for issue within the facility.
The items itemized below represent items that are distributed universally, meaning each inmate receives these items upon intake. As illustrated below, the average cost to the DCSO is $120.54 per inmate. It is important to remember that, as these items are returned to the DCSO and reused until they are no longer
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fit for use, once the inmate population is outfitted with these items only replacement items are purchased on a rolling basis moving forward.
DCSO RETURNED Male Inmate Issue – Universal Item Category Quantity Unit Cost Subtotal Item Name 1 Bedding Sheets - Brown, 54" x 90" 2 $2.39 $4.78 2 Bedding Blanket - Grey, 72" x 90" 1 $4.65 $4.65 3 Bedding Mattress/Pillow Combo 1 $64.25 $64.25 4 Clothing Male Inmate Top - Orange 1 $5.20 $5.20 5 Clothing Inmate Pants - Orange 1 $5.92 $5.92 6 Clothing Work Jacket 1 $17.49 $17.49 7 Storage Tote Box 1 $11.25 $11.25 8 Storage Tote Box Lid 1 $7.00 $7.00 Total $120.54
CoreCivic RETURNED Item Category Male Inmate Issue – Universal - Item Name Quantity 1 Bedding Blanket 1 2 Bedding Pillow Case 1 3 Bedding Pillow 1 4 Clothing Uniforms – Navy 3 5 Clothing Boxers* 3 6 Clothing Socks 3 pairs 7 Clothing Shoes – Orange* Upon Request 8 Hygiene Towel 2 9 Hygiene Soap 1 10 Hygiene Tooth paste 1 11 Hygiene Toothbrush 1 12 Hygiene Deodorant 1 13 Hygiene Comb 1 13 Hygiene Shampoo 1 *Note: Occasionally, inmates retain boxers and shoes upon exiting the CoreCivic-managed MDF.
The items listed below may be issued to an inmate based on their ability to participate in programs, their classification, and role in the facility. As with the universally distributed items noted immediately above, the DCSO will launder and reuse the items below until they are no longer suitable for issue within the facility.
As these items are distributed only as needed to inmates based on their classification and facility role, cost is variable and changes regularly due to shifting inmate population. For these reasons it does not make sense to create a total per inmate cost.
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DCSO RETURNED Item Category Male Inmate Issue – Unique - Item Name Quantity Unit Cost Subtotal 1 Clothing Inmate Work Boot 1 $14.77 $14.77 2 Clothing Boot Laces 1 pair $0.35 $0.35 3 Clothing Kitchen Rubber Boots 1 pair $15.42 $15.42 4 Clothing Jumpsuit - Yellow 1 $13.25 $13.25 5 Clothing Inmate Bottoms - Green 1 $5.92 $5.92 6 Clothing T-Shirt - Orange 1 $2.70 $2.70 7 Clothing Male Inmate Top - Gray 1 $5.20 $5.20 8 Clothing Male Inmate Pants - Gray 1 $5.92 $5.92
At both DCSO-managed facilities and at the CoreCivic-managed MDF, the color of inmate uniforms identifies various qualities about their access and activities within the detention center. Please see an outline of the uniform color coding at CoreCivic and DCSO institutions:
CoreCivic DCSO Uniform Color Description Uniform Color Description 1 Orange Restricted Housing Orange General Population 2 Yellow Pregnant female Yellow Restricted Housing 3 Red Female Green pants, orange t- Trustee shirt 4 Khaki Programs participant Gray Food Service Worker 5 Blue General Population White Pregnant Female 6 Blue uniform with Trustee green armband
To assist in the understanding of the table above, below are some brief explanations for the different groupings and classifications of inmate:
• General Population: this/these is/are the primary area(s) for inmates who are not given any specific treatment. • Restricted Housing: this is an area for inmates who have been removed from General Population and are restricted in their movement, behavior, and/or privileges. Inmates can be placed in this unit due to inappropriate behavior, and others have had wholly appropriate behavior but are placed in Restricted Housing for their own protection. • Programs Participant: programs refer to educational, vocational, community, and volunteer activities provided by internal providers and external community partners delivered in the facility. • Food Service Worker: these workers assist with food preparation, kitchen upkeep, and food distribution in the facility.
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• Trustee: an inmate Trustee has demonstrated above-average or outstanding behavior, personal hygiene, or interpersonal skills and has been granted the privilege of working on the grounds of the jail/prison or even outside of the jail/prison (lawn care, janitorial services, etc.) Inmate Issue – Retained When an inmate is remanded to the custody of the DCSO they are issued the following items for which they are charged a one-time processing fee of $12.25. These items are not returned to the DCSO and can be kept by the inmate upon discharge or release.
DCSO – INMATE RETAINED Category Male Inmate Issue - Item Name Quantity Unit Cost Subtotal 1 Clothing Tube Socks – White 2 pair $0.42 $0.83 2 Clothing Boxer Shorts – White 2 $1.03 $2.06 3 Clothing Shower Shoes 1 pair $0.48 $0.48 4 Clothing T-Shirt 2 $1.20 $2.40 5 Clothing Orange Canvas Shoes 1 pair $2.57 $2.57 6 Hygiene Washcloths – White 12” x 12” 1 $0.11 $0.11 7 Hygiene Towels – Bath, White 20” x 40” 1 $0.65 $0.65 8 Hygiene Basic Hygiene Kits 1 $1.39 $1.39 9 Hygiene Translucent Soft Mug – 10oz 1 $0.59 $0.59 10 Laundry Laundry Bags – Mesh, 18” x 24” 1 $1.18 $1.18 Total $12.25
CoreCivic retains all items that they issue to inmates, with the exception of underwear and (occasionally) shoes. Additionally, as most males report to the MDF with shoes, additional shoes are only issued upon need-based request.
Basic Hygiene Kit As outlined in the Inmate Issue Retained portion above, every inmate is issued a Basic Hygiene kit upon entering DCSO or CoreCivic custody which they are welcome to keep after their release from the facility. For the DCSO, items in a basic hygiene kit include: a toothbrush, toothpaste, a comb, soap, shampoo, and deodorant.
Indigent Packages Indigent inmates are generally defined as those who meet specific criteria and, “have had an account balance of less than $5.00 for 30 consecutive days and who request such a package through established procedures.”6 Provided the inmate meets the criteria for indigent status and submits a completed order form, they are eligible to receive one indigent package per month.
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6 Excerpt from the Tennessee Business Enterprises Program Instrument of Facility Assignment dated 25 April 2005, pages 4-5.
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The preliminary 30-day Indigent Package typically includes the following: Item Description Item Details Quantity 1 Antibacterial Soap 3 oz 1 bar 2 Deodorant 1.5 oz 1 3 Pen Blue ink, clear stick 1 4 Shampoo 8 oz bottle 1 5 Stamped Envelopes 8 6 Toothbrush 1 1 7 Toothpaste 1.5 oz 1 8 Writing Paper 10 sheets
Once an indigent inmate is in jail for more than ninety (90) days, they will receive a second “full” Indigent Package: Item Description Item Details Quantity 1 Socks 2 pairs 2 Sports bra (females only) 1 3 T-shirts White 2 4 Underpants 2
Within the DCSO agency, the cost for Indigent Packages are carried by the third-party Commissary vendor. As there is no cost for the Commissary relationship with the DCSO, there is no line item in the budget for Commissary and therefore no line item for Indigent Packages. Small Wares – Non-Inmate Issue As stated in the introduction, small wares include items beyond Inmate Issue which cost less than $400. An exemplar list of these items can be found below:
Small Wares Category Small Wares Items Barber Capes Barbicide Wipes Barber Supplies Clipper Oil Flat Top Comb Neck Brush Chemical Dilution Dispensers Floor Wax Cleaning Items Laundry Detergent Mops – Cotton Brooms Division-Specific GORTEX Jacket (SORT and Armed Services KA-BAR Knife Division) Remington 870
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Small Wares Category Small Wares Items Coffee Food Supplies Sugar Substitute Beverage Stirrers Property Bags Inmate Property Supplies Pull Tite Seals Conveyor Bags Basketball Inmate Recreational Volleyball Net Equipment Basketball Pump Audio Recorder IT Desktop Computers Fax Machine Laundry Cart, 12 Bushel Laundry Liquid Bleach, 55 Gallon Smock, Isolation Cell 25 Foot Tape Measure Maintenance, General Bench Vice Welding Helmet Adjustable Wrench Set Maintenance, on Mobile Grease Gun Maintenance Trucks Pipe Cutters L-Desk Office Furniture Side Chair Low Bookshelf Paper Towels Toilet Seat Covers Paper Goods Spoons Copy Paper Stainless Steel Hand Soap Dispenser Barber Chairs Program Supplies Culinary Textbook Journals Flex Cuffs Security Restraint Chair
The purchase of small wares is not expected to vary greatly between the current practices of CoreCivic and the DCSO, therefore a further analysis of CoreCivic small wares is not included in this report.
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Small Wares Budget Considerations As previously stated, Small Wares items are defined as items costing less than $400. While daily need and procurement of small wares is considered pretty standard across the correctional institutions regardless of whether they be public or private, for the purposes of budget projections a breakdown of Small Wares costs can be found below. Please note that there would be a larger first year, or “start-up”, cost associated with Small Wares which would stabilize as part of the ongoing operational budget.
Small Wares Categories & Summary Category Start-up Cost Annual Notes • This refers to the barbering performed throughout the 1 Barber $0.00 $1,033.87 entire facility, and is separate from the Barber Program costs 2 Cleaning $382,775.00 $131,406.03 • Related to SORT and the Armed 3 Division-Specific (ASD/SORT) $129,190.18 $16,442.00 Services Division • This includes mattress/ pillow 4 Inmate Bedding $108,465.24 $19,462.42 combination, blankets, sheets • Includes General Population uniforms 5 Inmate Hygiene $16,758.00 $11,658.64 • Includes hygiene items which are returned to the facility • Includes all non-general population uniforms such as 6 Inmate Uniforms $43,985.38 $35,810.90 RHU, Trustees, Kitchen workers, etc. • Includes computers, fax, 7 IT $69,903.06 $0.00 phones, etc. 8 Laundry $36,640.18 $36,640.18 9 Maintenance $36,904.00 $0.00 10 Mechanic/Truck Maintenance $4,031.11 $0.00 11 Office Furniture $69,600.00 $0.00 12 Program Supplies $24,394.00 $16,250.00 13 Paper Products $167,338.00 $41,257.67 14 Property $24,966.00 $15,796.13 • Recreation is for inmate 15 Recreation $1,687.50 $1,687.50 recreational activities
16 Security $1,342.50 $0.00 Totals $1,117,980.15 $326,411.46
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In addition to the purchased/owned items listed above large copiers are leased and radio equipment is mostly rented. The annual budget considerations associated with these are as follows:
Small Wares Leased and Rented Items Leased Equipment $10,137.60 Rented Equipment $18,152.64 Subtotal $28,290.24
Information Technology (IT) Information Technology (IT) in the correctional setting is largely comprised of two categories: IT for the administration and support staff, and IT for the inmates. IT for the DCSO and CoreCivic administration and support staff is similar to that of a typical corporate office. IT for inmates is a little different and will be addressed in a subsection immediately following this summary.
IT for DCSO administration, support staff, and correctional staff is generally comprised of the items below. These items are accounted for in the budget under the “Small Wares – IT” line item.
• Audio Recorder • Copiers • Desktop computers • Desktop printers • Fax Machines • Laptop computers • Phones • TVs Security Electronics The security at a detention center is commonly comprised of camera equipment, video storage, radios, and potentially duress buttons, watch tour, card keys. The table below indicates the current set-up at the MDF facility and the DCSO jail facilities.
CoreCivic Security DCSO 1 Camera Equipment X X 2 Camera License X 3 Card Key System X 4 Duress Buttons X 5 Intercoms X X 6 Video Storage X X 7 Watch Tour System X - Projected
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In the event that the DCSO should assume management of the MDF from CoreCivic, the DCSO would have some significant start-up costs associated with updating the security system to be DCSO agency-wide compatible – as noted below.
Security Electronics Update Notes Estimated Associated Cost • Upgrade all analog cameras to IP • Upgrade and streamline camera 1 Camera Equipment infrastructure • Secure camera software license • Provide Card Key coverage for an 2 Card Key System estimated 10 doors • Remove and replace existing proprietary control system • Create a new Master Control with a minimum of two control terminals $700,000.00 3 Control System • Install a wireless network to support officer control tablets • Provide new core switch and Network connectivity between CoreCivic SEC and exiting Harding SEC • Add additional intercoms to meet DCSO control standards 4 Intercoms • Provide recording capability for all Intercoms • Install duress buttons in any offices where a 5 Duress Buttons staff member might be alone with an included in subtotal inmate, estimate ~60 • Expand existing Harding video storage to handle all CoreCivic cameras 6 Video System • Add 4 additional recording servers $300,000.00 • Licensing for new servers and cameras. • Provide up to 5 video monitoring stations. • Install a watch tour system that ties into 7 Watch Tour System included in subtotal the Security Electronics System Subtotal $1,000,000.00 …continued on the following page…
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Jail Management System (JMS) Both the DCSO and CoreCivic use Jail Management System, a software platform used to track and manage all aspects of an inmate's time in the custody of the DCSO, TDOC, or CoreCivic. The table below provides a high-level comparison of the enabled modules of JMS in use by CoreCivic and the DCSO:
Information Tracked in the JMS Information CoreCivic DCSO 1 Court appearances X 2 Criminal charges X 3 Demographic information X X 4 Grievances X 5 Housing X X 6 Medical appointments X Other events and records 7 X X related to the inmate’s stay 8 Program attendance X Related incident/disciplinary 9 X reports 10 Releases X 11 Visitation X X
The DCSO JMS handles data types listed below in the following ways: Data Type External Interface Purpose 1 Sending To send inmate information for victim notification 2 Sending To send inmate information for the inmate commissary To receive initial booking and final arrest information from the 3 Receiving Metropolitan Police Department 4 Static Maintain current information on criminal charge status 5 Monitoring Ensure proper use of the inmate phone system
Utilities Correctional institutions have monthly utility costs not unlike a typical household or city. Utility costs that CoreCivic incurs at the MDF and the projected costs that the DCSO would pay are not expected to be of substantial difference. The monthly utility costs for CoreCivic are outlined below. These same costs will be used in the projected DCSO budget to forecast the overall amount it would cost if the DCSO were to assume management of the MDF.
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Utility Approximate Annual Cost* 1 Cable $ 3,667.74 2 Electricity $ 342,663.66 3 Gas $ 140,485.78 4 Telephone – Administration $ 23,233.18 5 Telephone – Data Line $ 0.00 6 Refuse Services $ 79,308.68 7 Water/Sewer $ 371,351.70 Annual Estimated Utility Cost $960,710.74 *Approximate Annual Cost was calculated based actual CoreCivic data from 2017 Accreditation Both agencies which are a part of a government or are a private entity must conform to all applicable federal, state, and local laws and regulations in order to meet eligibility criteria for accreditation. Accreditation must be renewed through an audit process every three years at a cost of $10,125. Overall the standards and accreditation process is intended to improve facility operations that safeguard life, health, and safety of the inmates and personnel who work in the correctional system.
An agency must:
• hold pre-trial or pre-sentenced adults under confinement • hold sentenced adults convicted of criminal activity under confinement • have a single administrative officer responsible for agency operations who makes a formal application for admission for accreditation. o DCSO administrative officer is Sheriff Daron Hall o CoreCivic administrative officer is the MDF Warden Blair Leibach
Prior to signing an accreditation contract, an agency may request an on-site visit from ACA to:
• evaluate the agency’s operation • assess strengths and areas for improvement • measure readiness for application • identify steps required to achieve accreditation, or • develop an in-house team to complete an assessment of the agency’s operation
Once the application is submitted, the ACA sends a package of guidelines to follow based on the agency information. CoreCivic follows, “Standards for Adult Correctional Institutions” and DCSO follows, “Performance-Based Standards for Adult Local Detention Facilities”.
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Process Area Detail and Notes • Services • Programs • Operations essential to good correctional management, including but not limited to: o administrative staff o fiscal controls Standards for Compliance o staff training o physical plant o safety and emergency procedures o sanitation o food service o rules and discipline For agencies entering the accreditation process for the first time, the association requires the agency to complete a self–evaluation report that Requirements, First-time documents compliance, non-compliance, or not applicable standards relevant to the agency within 60 days before your first audit. A facility must receive 100% on mandatory standards and 90% of non- Criteria mandatory standards to meet the commission to receive accreditation status. Preparation Duration One year to 18 months. An accredited agency that does not maintain the required levels of compliance throughout the three-year accreditation period, including Accreditation Revocation continued compliance with mandatory standards and expected practices, may have its accreditation revoked. Re-accreditation Re-accreditation status should be applied for 12 months before your audit date.
The American Correctional Association (ACA) and the Commission on Accreditation for Corrections (CAC) are private, non-profit organizations that administer the only accreditation program for all components of adult and juvenile corrections. A team of three or four auditors will visit the agency facility in question for a three-day period to:
• tour the facilities • interview staff and inmates • review documentation based on policy, protocols and practice • evaluate quality of life of conditions and confinement • evaluate the adequacy and quality of programs, activities and services available to the inmate population
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Conclusion In conclusion, the majority of the DCSO and the CoreCivic MDF Facility Operations are managed in a similar enough fashion so as not to arise concern or need for significant additional analysis. The areas of Security Electronics and Information Technology are the key areas which differ the most between the two organizations, primarily related to DCSO’s increased Security Electronics recommendations and the use of additional technology options for inmates in DCSO custody.
This section has some important budget considerations to take into account, with a notable bump in the DCSO projected first year expenditures due to the need to acquire or procure new FF&E to bring the MDF in line with the rest of the agency operations.
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Facility Services The Facility Services section of this report focuses, aptly, on the services a facility provides to its inmate population. Aside from Programs, the primary services which are offered to inmates are food, health, and commissary.
• Food Services: inmates in the CoreCivic-managed MDF facility and in DCSO jails receive three meals a day. Regional tastes, religious, therapeutic, and dietary needs are accounted for. • Health Services: in addition to preliminary health screenings upon being remanded to the care of CoreCivic or the DCSO, inmates have the full range of medical, dental, vision, and behavioral health care available to them at different intervals throughout their sentences. • Commissary: inmates have the option to purchase up to $100 each week from Commissary. Orderables can include personal hygiene items, snack food, playing cards, etc. • Inmate Accounts: inmates are assigned accounts while they are in custody at the DCSO or the MDF, the funds from which they use to purchase commissary items, make health services copayment, etc.
All of the above services, with the exception of CoreCivic’s Health Services, are performed by third-party vendors who are under contract with CoreCivic and/or the DCSO. This section will perform side-by-side comparisons of each category and will outline staffing, monetary, and operational differences between how the two organizations handle each service. Food Services Food Services in the correctional setting is comprised of three daily meals on a four-week menu cycle approved and prepared by a registered dietician. Whether or not a third-party vendor is contracted for Food Services, the kitchens are supervised by civilian staff and are operated by inmate workers. All staff and inmate workers must pass a medical screening and TB skin test prior to release to work in the kitchen, in addition to a daily wellness check prior to reporting for work each day.
All meals are pork-free, approved by a registered dietician, and exceed 2,900 calories a day. The DCSO contract dictates that the vendor must be able to accommodate many specific, therapeutic, and religious diets.
A member of the medical staff indicates the need for a therapeutic menu for an inmate, while a chaplain notifies the need for religious menus.
• Pregnancy • Soft diet • Heart healthy • High fiber • Dental/mechanical • Religious • No concentrated • Diabetic diet plan, 1,800 calories
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• Diabetic diet plan, 2,200 calories • Diabetic diet plan, 2,500 calories • Renal diet
The DCSO requires the vendor to prepare special menus for meals on Memorial Day, Fourth of July, Labor Day, Thanksgiving Day, and Christmas Day. Larger than usual portions are also served on holidays and for special functions.
A sample menu can be found in the Appendix under the Facility Services: Food Services section. Vendor versus Management Responsibilities Both CoreCivic and the DCSO use a third-party vendor for Food Services, but each organization’s vendor contract is fairly different from the other’s. Food Services vendors for corrections are typically capable of providing everything from staff to chemicals to food. An outline of various responsibilities to be allocated is below:
Food Services General Responsibilities Activity or Item Notes This refers to which party is responsible for cleaning the kitchen 1 Cleaning equipment, premises, and small wares. Cleaning chemical inventory in the kitchen is stored in specific chemical cabinets. Chemicals actively in use remain under lock and 2 Cleaning chemicals key and are connected to mechanisms which constrain the amount and frequency of dispense. This refers to everything from buckets to mops to kitchen sponges 3 Cleaning equipment and rubber gloves. 4 Food The actual food product. The majority of work performed in Food Services is by inmate 5 Inmate workers workers. Kitchen FF&E daily use and This refers to the responsibility for the FF&E “daily use and care”, 6 care otherwise noted as maximizing FF&E use and longevity. This refers to the large equipment (costing in excess of $400 per 7 Kitchen FF&E purchase item) that outfit the facility kitchen and food preparation areas. 8 Kitchen plumbing Food disposals, floor and sink drains, and grease traps. 9 Meal and menu planning Must be performed by a licensed dietician. CoreCivic defines this as paper towels, toilet paper, and other items 10 Paper Products needed to manage the kitchen during emergencies and/or facility lock-down. This refers to maintenance and precautionary measures taken to ensure that all kitchen equipment (stoves, ice maker), small wares 11 Preventative maintenance (knives, cutting boards), drains, grease traps, kitchen plumbing remain in good working order for as long as possible and that they are not handled or treated recklessly.
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Food Services General Responsibilities cont’d Activity or Item Notes CoreCivic/DCSO will provide necessary supervision and/or escort 12 Refuse removal during waste disposal. CoreCivic/DCSO will provide necessary supervision and/or escort 13 Recycling during recycling removal. CoreCivic/DCSO will provide kitchen security as needed, as 14 Security conditions dictate need. • CoreCivic defines these Small Wares as reusable trays, cutlery, disposable cups, and serving utensils. By definition, Small Small Wares (non-paper Wares cost less than $400 per item. 15 products) • The DCSO definition of Small Wares remains constant in that it refers to any items, costing less than $400 each, required to outfit the facility. All parties are required to meet standards of sanitation and 16 Standards cleanliness as dictated by local governing bodies. 17 Supervise inmate workers Food Services Supervision of inmate workers. 18 Training – Inmate Workers Food services operations, equipment use, safety procedures. Including, but not limited to: orientation, sexual abuse and 19 Training – Vendor Workers harassment, first aid, use of force, staff/inmate relations. Utilities are to be used judiciously, in a, “manner and amount so as 20 Utilities to conserve energy and water.”7
The table below is a high-level comparison of vendor responsibilities as part of their relationship with the corresponding corrections institution. The quick takeaway is that CoreCivic bears additional responsibility and associated costs than the DCSO does with relation to their Food Services vendor.
Food Services Vendor Responsibilities CoreCivic Contract DCSO Contract Activity or Item CC Resp Vendor Resp DCSO Resp Vendor Resp 1 Cleaning X X 2 Cleaning chemicals X X 3 Cleaning equipment X X 4 Food X X 5 Inmate workers X X Kitchen FF&E daily use and 6 X X care 7 Kitchen FF&E purchase X X 8 Kitchen plumbing X X 9 Meal and menu planning X X 10 Paper products X X
7 DCSO RFP for Food Services Vendor, 2013
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Food Services Vendor Responsibilities cont’d CoreCivic Contract DCSO Contract Activity or Item CC Resp Vendor Resp DCSO Resp Vendor Resp 11 Preventative maintenance X X 12 Refuse removal X X X X 13 Recycling X X X X 14 Security X X Small wares (non-paper 15 X X products) 16 Standards X X 17 Supervise inmate workers X X 18 Training - inmate workers X X 19 Training - vendor workers X X X 20 Utilities X X
Food Services Cost Comparison Although both CoreCivic and DCSO contracts for Food Service the CoreCivic cost is included within the daily inmate per diem, while the DCSO meal cost varies on a sliding scale based on overall inmate population size. The DCSO meal costs are broken out below:
Food Services Meal Costs Per Meal Per Day, Per Inmate Per Year, Per Inmate Per Year, MDF at capacity $1,730.10 x 1,368 = DCSO $1.58 $4.74 $4.74 x 365 = $1,730.10 $2,366,776.80
Health Services Health Services extend beyond the intake medical assessment to provide medical, dental, vision, and mental health care to all inmates during their sentences in DCSO jails and in the MDF. CoreCivic employs most or all of their medical staff, while the Metro Public Health Department (MPHD) contracts this work out to a third-party vendor for the DCSO jails. For detailed process flows of inmate medical care lifecycles for DCSO and CoreCivic at MDF, please see the Appendix.
DCSO and MPHD Medical Services Contract Cost As stated above, the MPHD pays a third-party vendor for all inmate Health Services performed agency- wide for the DCSO. The contract with the third-party vendor is a fixed, or static, price regardless of what the actual costs end up being. The contract agreement currently in place states that the MPHD will pay the third-party $12,000,000.00, which is based on the size of the inmate population.
To calculate the total projected cost the Metro Government would have to pay a vendor for inmate health services for the current facilities plus the MDF, the DCSO average daily population for the last five years plus the MDF average daily population were used. The numbers below represent the projected cost the
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MPHD would incur, should it be decided that the DCSO will assume management of the MDF prison population: Projected Costs Based on Average Projected Medical 2017 Contract Annual Medical for MDF Average Inmate Costs for MDF at Cost Costs per Inmate Inmate Population Full Capacity Population $12,000,000.00 ~1,9948 $6,018.05 $4,146,439.329 $8,232,692.40
Daily Per Inmate Cost A relatively simple way to analyze the total medical services costs for Metro is to calculate the per inmate per day costs, as shown below:
MPHD Medical Cost/Inmate Per Year Per Day $8,232,692.40 / 1,368 = $6,018.05 / 365 = $16.48
Factors Impacting the Inmate Medical Services’ Budget Financial analyses of inmate health services quickly become complicated as there are several factors at play, besides the fact that CoreCivic employs the majority of their Medical staff, while DCSO uses a contractor for health services. Each factor has a potential impact on how or who ultimately bears the cost for the health care provided to a certain inmate: Factors Influencing Which Party Must Pay for Inmate Care: • The location of treatment • The inmate classification: State inmate (felon), or DCSO inmate (misdemeanant or pre-trial) • The kind of treatment required by the inmate
Inmate Population DCSO Custody CoreCivic Custody • Held in DCSO jails • Held at the CoreCivic-managed MDF after • Metro Public Health Department pays for sentencing medical care via a per diem payment • The State of Tennessee pays for medical care via • Metro Public Health Department pays for a per diem medical care at specialty clinics on a sliding scale • The State of Tennessee pays for medical care at (please see the Medical Services > DCSO MPHD specialty clinics via periodic reimbursement of section in the Appendix), the Medical Services actual invoices vendor is responsible for the balance and can • CoreCivic must allocate funds from their overall bill the inmate upon discharge to recoup this budget to cover costs of State inmate patients cost. treated at Nashville General Hospital
8 This represents the male and female population 9 This is based on snapshot MDF population from 4/2018 of 629 male inmates and 60 female inmates
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Location of Treatment – CoreCivic Description of Services Method of Payment On-site • Either part of full-time staff or contracted • Included in established contract. Provider workforce, no additional cost incurred. • For care required outside the MDF, CoreCivic • State of Tennessee reimburses “Preferred” has certain providers in Nashville that they CoreCivic directly based on Providers have negotiated, “preferred” relationships with actuals. who perform services at a discounted rate. Referred • Nashville General Hospital bills Providers: • For care when an inmate patient is referred to the Metro Public Health Nashville Nashville General Hospital for care or Department directly, CoreCivic General treatment. does not act as a pass-through Hospital • For care that these preferred providers cannot • State of Tennessee reimburses Referred perform, they may refer to other medical CoreCivic directly based on Providers institutions which the State will then reimburse actuals. the cost for.
Certain conditions require the inmate patient to leave the facility’s medical services in search of specialty care plans. In these cases, the MPHD’s contracted medical provider will first refer these patients to Nashville General Hospital; the costs for these services are covered under Metro’s subsidy to Nashville General Hospital and do not incur any additional cost to Metro. CoreCivic will first refer these patients to preferred Nashville-area providers who have negotiated rate agreements, followed by referrals to non- preferred providers.
Location of Treatment - DCSO On-site Providers Who Pays On-site • All are contractors, and costs are • Included in established contract with the Providers covered under predetermined contract. Metro Public Health Department. • For care required outside the DCSO jails, inmates are seen at Nashville General Hospital. Nashville General Hospital’s • These services are covered under services cover everything ranging from Metro’s subsidy to Nashville General “Preferred” orthodontics to prostheses to Hospital, therefore no additional cost is Providers obstetrics/ gynecology and incurred for Metro or the State of dermatology, from gastrointestinal to Tennessee. ophthalmology, from prenatal to urology. …continued on the following page…
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Location of Treatment - DCSO • If an inmate patient’s health condition • The referred provider bills the Health requires help that Nashville General Services vendor directly, and the amount Hospital cannot provide, the offender is of coverage under the contract versus Referred transported to another hospital (i.e. the amount passed on to the MPHD is Providers Centennial Hospital, Vanderbilt determined in the sliding scale included University Medical Center, Southern in the Appendix under Medical Services > Hills). DCSO MPHD section.
It is important to keep in mind that, with a few exceptions10, the State of Tennessee ultimately pays for the vast majority of the medical care provided to inmates in the CoreCivic-managed MDF. The key differentiation made is whether the health care is included in the per diem paid to the facility by the State or if the State reimburses CoreCivic based on actual invoices.
Inmate Condition CoreCivic Method of Payment DCSO Method of Payment • Included in established contract, • Included in established contract, In-facility covered by per diem paid by the covered by per diem paid by Metro Treatment State of Tennessee with the DCSO Public Health Department. as a pass-through. • If outside Nashville General Hospital: included in established • Included in established contract, contract, covered by per diem paid Emergency covered by per diem paid by the by Metro Public Health Department. Department Visit – State of Tennessee with the DCSO • If at Nashville General Hospital: No Inpatient Stay as a pass-through. covered by Metro subsidy at no additional cost to Metro or the DCSO. • If outside Nashville General Hospital: The non-Nashville General Hospital Emergency Department hospital bills the Health Services Emergency • CoreCivic must find funds in their vendor directly, and the amount of Department Visit - existing medical budget or coverage under the contract versus With Inpatient Stay otherwise to cover these costs. the amount passed on to the MPHD is determined in the sliding scale included in the Appendix under Medical Services > DCSO MPHD section.
10 Remember that female county inmates, or local misdemeanants, are housed alongside female State inmates at CoreCivic temporarily while construction of the new Downtown Detention Center is completed. The tables herein related to CoreCivic apply to State inmates only.
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Inmate Condition cont’d CoreCivic Method of Payment DCSO Method of Payment Emergency • If at Nashville General Hospital: Department Visit - covered by Metro subsidy at no
With Inpatient Stay additional cost to Metro or the (cont’d) DCSO. Treatment for: o HIV/AIDS • Paid for by the State of Tennessee • Included in established contract, o Nephrology via periodic reimbursement of covered by per diem paid by Metro o Oncology actual invoices. Public Health Department. o Pregnancy
Factors Not Impacting the Inmate Medical Services Budget Inmate Copayment All non-indigent DCSO inmates pay a co-pay for medical visits of $3 per visit and $3 per prescription; and all copay funds go to the Metro General Fund. DCSO indigent inmates are never required to pay a copay. All non-indigent CoreCivic inmates’ medical and dental copay is $3 per visit and $3 per prescription; and all copay funds are retained by CoreCivic.
In the MPHD not all health care services require copayment, for example copayment fees are waived when medical personnel initiate an inmate appointment or service, including follow-up care, as well as intake- related medical and dental screenings. For a detailed account of when copayments are and aren’t collected by the DCSO on behalf of the MPHD, please refer to the Appendix. A Note on Vision Care For medically-necessary vision care, CoreCivic contracts through a third party and covers the cost for exams and eyeglasses for the MDF inmates. The DCSO’s contracted medical provider sends all inmates with vision impairment to Nashville General Hospital. If Nashville General Hospital does not have capacity to provide care, the DCSO’s contracted medical provider will refer vision patients to other providers. Conclusion In conclusion it is easy to get mired in the details of which party treats the patient, what the condition of the patient is, and where the location of treatment takes place. Considering that the cost for all MDF inmate care falls on the shoulders of the State of Tennessee, whether that be through per diem contractual payment or through reimbursement of expenses, this additional cost in assuming management of the MDF would not appear to implicitly impact the Metro budget.
It is important to note that the Nashville General Hospital has been experiencing a fair amount of fluctuation with regard to staff and services availability since the proposal to terminate funding of the facility. This has impacted patient care in that the inconsistency of offerings has resulted in many referrals to other facilities when a DCSO patient cannot be treated in the jail.
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Commissary Commissary services at both the DCSO jails and at the CoreCivic-managed MDF are handled through a third-party vendor who takes and fulfills orders of commissary items for inmates weekly. No funds exchange hands between inmates and the DCSO or CoreCivic for these orders, as the Commissary vendor bills directly to the inmate account – therefore this section is provided for edification purposes only.
The table below provides a high-level overview of how the DCSO inmate Commissary works: Commissary Function Description • Audit protocol, controls, and security measures are in place to ensure Audit and Security proper management and tracking of inmate funds • Each housing unit has a different delivery day Delivery • The vendors are off site, and bring items in clear sealed bags • Inmate account is charged for items ordered, funds are sent directly from inmate account to vendor. Funds • No intermediary action is taken by the DCSO or CoreCivic with regard to the exchange of monies. • The vendor, “shall provide indigent packages to inmates who meet Indigent criteria established by management”11 • CoreCivic: Each inmate can order up to $100.00 of commissary a Inmate Restrictions week • DCSO: Each inmate can order up to $70.00 of commissary a week • Hygiene items must be in portion packs only, no full-size items • soap must be in bar form only Item Restrictions • No bottled drinks • No squeeze tubes • No items containing tobacco or alcohol • Items range from food stuffs to clothing to recreation Orderable Items Please find a sample Commissary order form in the Appendix
1) Commissary menus are loaded into kiosks in each housing unit 2) Commissary bubble order forms are provided by vendor 3) Inmate places order in kiosk or on paper form 4) Vendor packages order in an off-site facility 5) Vendors are searched upon entering the facility Ordering Process 6) Vendor delivers packages directly to inmates, as the vendor has access to housing facilities 7) Vendor has inmate sign for all items purchased 8) Inmate account is charged for items ordered 9) Vendor provides inmate with a receipt for goods ordered
11 Ibid, section 9, page 4, 25 April 2005.
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Commissary Function Description • “Agency shall conduct an annual price comparison survey using a Pricing national chain drug store, a local convenience store, and a large grocery or department store.”12 • Vendor returns ordered items to the warehouse and reschedules Returns delivery if the inmate is away from the facility when delivery is attempted • Inmates place orders once a week • DCSO Commissary orders are typically processed by the vendor in the Schedule on Sunday and Monday • DCSO Commissary vendor typically delivers on Tuesday, Wednesday, and Thursday
As commissary for both the DCSO and the CoreCivic-managed MDF are handled by a third-party vendor, and no funds for these services are ever in the hands of the DCSO nor CoreCivic; Commissary bears no impact on the budget. Commissary would have little influence on the DCSO operations in the event that the decision is made for the DCSO to assume management of the MDF.
Inmate Accounts Inmate accounts are created when inmates are remanded to the custody of the DCSO or CoreCivic, to allow inmates access to funds for use while in the facility(ies). The following information pertains to DCSO inmate accounts only.
Inmates cannot keep checks, money orders, or cash on their person while in custody. Monies that are sent to the DCSO Finance Division will be deposited directly into inmate accounts. Deposits can be made via electronic transfer from a credit or debit card, and credit, debit, cash deposits can be made in lobby kiosks. Inmates can sign an, “Inmate Property Release Authorization” form to request funds be released to their attorney, bondsman, friends, or family in the case of a documented emergency:
• utility services disconnection • pending eviction • medical expenses • burial/cremation fees …continued on the following page…
12 Tennessee Business Enterprises Program Instrument of Facility Assignment, section 5, page 3, 25 April 2005.
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Inmates cannot withdraw funds from their accounts for use in the facility, however they can pay mandatory and elective fees for goods and services while in custody, as noted below:
Charges Description The cost of inmate issue items, hygiene and personal, that the inmate retains Processing Fees upon departure from the facility. The costs do not exceed the actual cost incurred by the agency to procure them. Non-indigent inmates must furnish a copay for chargeable visits and Medical Copayment encounters. Inmates must pay $10/day to cover “room and board” for each day worked in Work Release private employment during their sentence. Copies of public records cost $0.15 per page, but fees are waived if fewer than Record Copy Fee 34 pages ($5 fee) are requested. Commissary Purchases Inmates can make commissary purchases once a week.
All inmate accounts are non-interest bearing. DCSO inmates are issued a debit card for the balance in their inmate account upon or shortly after release, and CoreCivic inmates are issued a check. Facility Services Conclusion Facility Services for the DCSO and the CoreCivic-managed MDF are fairly similar, with the most notable difference being the vendor- versus employee-run Medical Services. Food Services and Commissary are both handled through third-party contracts. This section has gone into detail about how each of these areas is covered, as well as Inmate Accounts, in an effort to further edify the reader and create a broader understanding of how the correctional facility services are handled in Davidson County
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Programs Both the DCSO and the CoreCivic-managed MDF offer myriad programs which benefit the Davidson County community, incarcerated individuals, and even non-incarcerated individuals (in the case of the DCSO). These programs will be outlined in greater detail below and include social services, religious, substance abuse treatment, educational, vocational, recreational, and leisure time programs.
Below are the high-level characteristics of the DCSO programs: Program Feature or Characteristic Description • Via referral by case managers • Available to all inmates • First-come-first served for programs with capacity caps Access • Court-ordered (i.e. treatment and recovery) • Based on meeting criteria (i.e. High-School Equivalency Test aka HiSET, treatment and recovery) • Recreational • Educational • Spiritual • Religious Categories • Treatment • Community Service • Transitional (i.e. pre-release) • Community resources • DCSO funding • Public funding (never for religious programs or materials) Funding • Sponsorship by an organization • Donor funding • Volunteers • Sponsor organizations Leadership and Guidance • Donor organizations • CoreCivic full- and part-time staff • DCSO full- and part-time staff • Incompatibles Check – checking for rival gang members, alleged pre-trial co-conspirators, other conflicts of interest Limitations • Restricted Housing – programs are limited for inmates in the RHU
Program Offering Comparison - Males The programs offered by the DCSO and by CoreCivic to the MDF are very similar and are run by a combination of employees and volunteers. CoreCivic works with 293 volunteers in any given year to help with the MDF programs, while the DCSO has a volunteer base of 795 to assist and lead programs at Davidson County jails. By collaborating with so many volunteers, or, “community partners” as they are
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commonly called by the DCSO, the DCSO is able to offset the cost to the County and to CoreCivic while in turn enriching the community through hands-on involvement and giving back.
The sections below provide side-by-side comparisons of the programs offered by each organization. Religious Programs Religious Programs at the CoreCivic-managed MDF and in the DCSO are volunteer-run and provide services to many faiths, ranging from Christian to Muslim to Jehovah’s Witness and beyond. Religious Programs DCSO Program Staffed By CoreCivic Program Equivalent Staffed By Various Volunteer Various Volunteer
Social Services Programs As noted below, the Social Services Programs are diverse and cover everything from working with and rehabilitating dogs (Second Chances/PAWS/Greyhound Rescue) to cognitive behavioral thinking programs (Thinking for a Change/Motivated to Change). Social Services Programs DCSO Program Staffed By CoreCivic Program Equivalent Staffed By Men of Valor Volunteer Men of Valor Volunteer Health Nashville Cares Volunteer HIV Prevention Department Second Chances DCSO PAWS/Greyhound Rescue CoreCivic Thinking for a Change DCSO Motivated to Change CoreCivic Victim Impact Volunteer Victim Impact Volunteer Wheels of the World CoreCivic
Treatment Programs As noted below, the Treatment Programs at the CoreCivic-managed MDF and DCSO jails cover everything from anger management to drug and alcohol rehabilitation. Treatment Programs DCSO Program Staffed By CoreCivic Program Equivalent Staffed By Anger Management Volunteer Anger Management Volunteer Alcoholics Anonymous Volunteer Alcoholics Anonymous Volunteer Day Reporting DCSO DUI Safety School Classes DCSO Narcotics Anonymous Volunteer Narcotics Anonymous Volunteer Residential Drug Abuse Program New Avenues (IOP) DCSO CoreCivic (RDAP) – Residential RDAP – Intensive Outpatient Program PRIme Solutions (IOP) DCSO CoreCivic (IOP) SAVE (Sheriff’s Anti-Violence Effort) DCSO
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With regard to the Intensive Outpatient Programs listed above, it is critical to note that the DCSO New Avenues and PRIme Solutions programs are State-licensed drug and alcohol treatment programs. The CoreCivic RDAP programs are unlicensed. Educational and Vocational Programs The DCSO educational and vocational programs are many in number, helping inmates not only get their high school equivalencies, formerly known as GREs, but also teaching job-related skills and preparing them for attending college. CoreCivic’s educational and vocational programs at the MDF focus on basic education, computer skills, and construction job training.
Educational and Vocational Programs DCSO Program Staffed By CoreCivic Program Equivalent Staffed By Barber School DCSO Culinary Class DCSO DCSO Vocational Program DCSO English as a Second Language Volunteer Exceptional Education Volunteer High School Equivalency Testing DCSO GED Preparation and Testing CoreCivic (HiSET) Horticulture Class DCSO Inmate Workers DCSO Inmate Workers CoreCivic Job Life Skills DCSO Parenting Class Volunteer CORE (Construction essentials and CoreCivic safety) Adult Basic Education CoreCivic Computers, Basic CoreCivic Computers, Advanced CoreCivic
Recreational and Leisure Programs Both the DCSO and CoreCivic offer music and basic recreation to inmates. The Recreational Programming refers to access to a gymnasium with minimal equipment, as no free-weights or barbells are permitted at the MDF or in DCSO jails. Common exercise for these inmate population typically consists of basketball and bodyweight movements.
Recreational and Leisure Programs DCSO Program Staffed By CoreCivic Program Equivalent Staffed By Beat of Life DCSO Sending Musicians to Prison Volunteer Recreational Programming DCSO Recreational Programming CoreCivic …continued on the following page…
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Transition Programs Transition Programs are intended to prepare inmates for transition from incarceration to being back in society.
Transition Programs DCSO Program Staffed By CoreCivic Program Equivalent Staffed By Project Return Volunteer Transition from Jail to Community DCSO Go Further CoreCivic
Program-related Budget Considerations Due to the fact that the vast majority of programs for the DCSO and the MDF are volunteer-led, the budget impacts of programs generally relate to supplies and materials. The cost associated with the staff needed to operate these programs is accounted for in the staffing section. Male Programs CoreCivic Male Program Details Name of Program Category Staffed by Alcoholic Anonymous Rehabilitation Volunteer Anger Management Rehabilitation Volunteer CORE Vocational CoreCivic Go Further Transition CoreCivic Greyhound Animal Rescue CoreCivic HIV Prevention Social Services Health Dept. Life Principles Social Services CoreCivic Men of Valor Social Services Volunteer Motivated to Change Transition CoreCivic Narcotics Anonymous Rehabilitation Volunteer RDAP-IOP Education/Vocation CoreCivic RDAP-Residential Education/Vocation CoreCivic Recreational Programming Recreation/Leisure CoreCivic Religious Programming Religious Services Volunteer Sending Musicians to Prison Recreation/Leisure Volunteer Victim Impact Social Services Volunteer Wheels for the World Social Services CoreCivic
The DCSO program details and costs are below, with the one-time Small Wares start-up costs, annual Small Wares costs, and annual Miscellaneous Program Costs broken out. Please keep in mind that the majority of the DCSO Program costs are Small Wares costs and are already reflected in the Small Wares budget. The table below provides more detail about how the Small Wares number was arrived at. The Miscellaneous Program Costs refer to items which are not Small Wares, for example food for the culinary class.
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Additionally, the costs noted below are exclusive of staff salaries, which are included in the budget under the Employee Salary section.
DCSO Male Program Details and Costs One-time Annual Annual Misc. Name of Program Category Staffed by Small Wares Small Wares Program Cost Cost Costs Alcoholics Anonymous Treatment Volunteer $0.00 $0.00 $0.00 Anger Management Treatment Volunteer $0.00 $0.00 $0.00 Educational/ Barber School DCSO $1,954.00 $1,800.00 $0.00 Vocational Recreational/ Beat of Life DCSO $0.00 $0.00 $0.00 Leisure Educational/ Culinary Class DCSO $0.00 $4,150.00* $5,000.00* Vocational Day Reporting Treatment DCSO $0.00 $0.00 $0.00 DCSO Vocational Educational/ DCSO $0.00 $0.00 $0.00 Program Vocational DUI Safety School Treatment DCSO $0.00 $0.00 $0.00 Classes English as a Second Educational/ Volunteer $0.00 $0.00 $0.00 Language Vocational Educational/ Exceptional Education Volunteer $0.00 $0.00 $0.00 Vocational High School Equivalency Educational/ DCSO $0.00 $0.00 $0.00 Testing (HiSET) Vocational Educational/ Horticulture Class DCSO $0.00 $0.00 $0.00 Vocational I Want Change Social Services Volunteer $0.00 $0.00 $0.00 Educational/ Inmate Workers DCSO $0.00 $0.00 $0.00 Vocational Educational/ Job Life Skills DCSO $0.00 $0.00 $0.00 Vocational Men of Valor Social Services Volunteer $0.00 $0.00 $0.00 Narcotics Anonymous Treatment Volunteer $0.00 $0.00 $0.00 Nashville Cares Social Services Volunteer $0.00 $0.00 $0.00 New Avenue/Healing Treatment DCSO $0.00 $0.00 $0.00 Journey Educational/ Parenting Class Volunteer $0.00 $0.00 $0.00 Vocational …continued on the following page… DCSO Male Program Details and Costs cont’d
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One-time Annual Annual Misc. Name of Program Category Staffed by Small Wares Small Wares Program Cost Cost Costs PRIme Solutions (IOP) Treatment DCSO $0.00 $0.00 $0.00 Project Return Social Services Volunteer $0.00 $0.00 $0.00 Recreational Recreational/ DCSO $0.00 $0.00 $0.00 Programming Leisure SAVE (Anti-violence) Treatment DCSO $0.00 $0.00 $0.00 Second Chances Social Services DCSO $0.00 $0.00 $0.00 Thinking for a Change Social Services DCSO $0.00 $0.00 $0.00 Transition from Jail to Transition DCSO $0.00 $0.00 $0.00 Community Victim Impact Social Services Volunteer $0.00 $0.00 $0.00 Subtotals $1,954.00 $5,950.00 $5,000.00 *This is the total cost for the program for both males and females. Total Budget Considerations The table below breaks down the Program costs, including first year start-up costs, which fold under the Small Wares portion of the budget.
DCSO Projected Year 1 Year 2 Year 3 Year 4 Year 5 Small Wares $11,658.00 $8,350.00 $8,350.00 $8,350.00 $8,350.00 Program Costs
The table below breaks out the DCSO projected miscellaneous program costs (not small wares) for both State male and female inmates at the MDF for Years 1-5. These figures will be found under the Programs section of the budget.
DCSO Projected Year 1 Year 2 Year 3 Year 4 Year 5 Misc. Programs Costs $5,000.00 $5,000.00 $5,000.00 $5,000.00 $5,000.00
DCSO Services SOAR stands for Supplemental Security Income (SSI)/Social Security Disability Insurance (SSDI), Outreach, Access, and Recovery. This is a program and service which aims to connect or reconnect inmates to their disability benefits prior to release. The DCSO works with the Social Security Administration to expedite and facilitate SSI and/or SSDI applications for DCSO inmates who may qualify for such benefits upon release.
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DCSO Program Effectiveness and Recidivism Reduction Measurements DCSO Program Leadership meticulously measures specific programs for their effectiveness and their success in reducing recidivism. Detailed scatter charts for the complete data, not averages, can be found in the Programs section of the Appendix. Conclusion Both the DCSO and CoreCivic offer a myriad of programs to their inmate populations with the aim to help better the well-being, health, education, spiritual connectedness, and future opportunities for the inmates and their families. The DCSO leverages an enormous number of community partners to enrich not only the inmates’ but the volunteers’ lives, through service, with these programs. The measurable impact of DCSO programs can be seen in the decreased number of arrests in the inmate populations after completing many of these programs.
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Organizational Change Management Considerations In formulating an opinion about whether or not the DCSO should assume management responsibilities of the MDF, it is important to remember that there is more to making this change than just the cost. The cultural, operational, functional, and staffing changes required to make this transformation would require approximately 18 months to complete. The sections below outline, at a very high level, some of the preliminary considerations that would be taken into account while planning and executing this management transition. High-Level Timeline The Gantt chart below is a high-level approximate timeline for the Organizational Change Management activities required to fully transition from CoreCivic management to DCSO management of the MDF.
Assemble and Deploy Transition Team The DCSO would kick-off this transformation effort by gathering together a Transition Team. This Team would be tasked full-time with planning and preparing for the transition of management and operations from CoreCivic to the DCSO. They would create an end-to-end Organizational Change Management strategy and plan and finalize a timeline to complete the work, which would include the following items which may or may not be covered in detail in the subsequent subsections:
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Transformation Activity Description develop a thorough timeline for complete transition of all Vision and timeline facility operations, services, staffing, etc. identify competing priorities, technology and Change Readiness and Risk Assessment infrastructure readiness, potential adoption and cultural obstacles, etc. analyze subtle cultural nuances and potential hurdles inherent in combining or blending two organizations, Cultural Assessment including assimilating CoreCivic employees into DCSO culture, processes, and procedures ensure that the CoreCivic and DCSO facility leadership are aligned, that the county leadership is in lock step with the Leadership alignment Sheriff, that expectations are managed, and that communication stays transparent between all parties map all stakeholder groups directly or tangentially Stakeholder alignment impacted by the change, create targeted recommendations tailored to each group and their needs identify all available communication vehicles and create a Communications Strategy and Plan robust communication strategy and plan to help each stakeholder group through the period of transition develop an over-arching strategy and plan to address the Organizational Change Strategy and Plan transformation and shepherd it through phases of execution and operationalization assess current workforce assets and future workforce Workforce Assessment needs, creating a gap analysis resulting in a recruiting, training, and transitional staffing plan train all human capital in accordance with results from workforce assessment: net new training, lateral training, Training new role training, continuing education, special topic instruction, etc. embed the new processes and procedures in the standard lifecycle processes of the organization: hiring practices, Operationalizing the change new hire orientation, continuing education, employee incentivization, etc. physically occupy and assume management of the facility Assuming management of the facility and custody of the State inmate population housed at the MDF conduct lessons learned roundtable sessions with key stakeholder groups to identify successes and Lessons learned opportunities for improvement for the next large transition effort
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All of the sections in this portion of the report would roll up under the purview of the Transition Team and are subject to change based on new data and current circumstances at the time of the decision. Stakeholder Alignment and Management As with any large organization there are many stakeholder relationships to manage; the need for which is heightened during periods of change. Below is a high-level preliminary summary of the stakeholder relationships which would each require tailored communication planning and outreach before and during the transition from CoreCivic to DCSO management of the MDF. Upon the decision being made to transfer management from CoreCivic to DCSO, the Transition Team would identify and create a complete Stakeholder Map along with communication recommendations.
Stakeholder Group Approach and Comments Community Partners • Tailored communications for each volunteer-led program (aka “Volunteers”) • Share lessons learned with other correctional peers across Correctional Peers the country who may be facing a similar evaluation, transition decision, or transition implementation • Regular updates along every step of the planning and Council implementation processes • Manage expectations for timeline and budget • Regular updates about what this change in management means to the broader community with regard to taxes, Davidson County Community volunteer opportunities, etc. • Internet page recommended for easy access to regularly updated data 24/7 • Focus on hiring, evaluation, and reassignment process, CoreCivic timeline, and rollout approach Employees • Focus on recruiting approach and opportunity for moves DCSO from other facilities, timeline, and rollout approach • Collaborate with partners like Nashville General Hospital to understand how to mitigate need to or minimize the External Partners negative impacts of shifting a large portion of their patient population to other vendors • Executive summary updates covering the planning, TDOC Commissioner implementation, timeline, budget • Regular communications and monitoring of bridge contract CoreCivic and transition plans Leadership • Executive summary updates covering the planning, DCSO implementation, timeline, budget • Executive summary updates covering the planning, Mayor implementation, timeline, budget Utility Providers • Clear plan for any utility changes
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Stakeholder Group Approach and Comments • Tailored communications for each FF&E, Small Wares, Vendors Maintenance, Commissary, and other vendors
Workforce Assessment and Staffing The centralized DCSO Human Resources team would have their hands full: between hiring net new employees, evaluating CoreCivic employees looking to transition to the DCSO, and training transitional employees. The subsections below briefly highlight the anticipated steps required to get the DCSO staffing level up to the required numbers to fully staff the MDF. Recruiting Several factors are in play when calculating the cost to recruit, hire, and train a new cadet class. There are hiring, training, evaluations, and testing components which comprise the overall cost per class. Every class costs the same to conduct regardless of the number of new cadet participants.
Besides the costs of finding and attracting new talent, there are two other pertinent factors which impact the cost analysis of bringing in a Correctional Officer that merit attention:
• Turnover: Turnover is elevated in the Corrections Industry.13 This results in the need to iteratively recruit, instruct, test, interview, and evaluate new hires which in turn has a financial impact. For comparative data of Correctional Officer turnover rates, please see the appendix.
• Under-staffing: While both CoreCivic and the DCSO follow TCI standards and meet the expectations and guidelines of the law with regard to mandatory staffing practices, both parties are currently slightly understaffed. This is a national challenge that faces many other State and local agencies in the correctional space, not only the DCSO and CoreCivic. This poses not only challenges in finding, recruiting, and retaining talented correctional professionals; but also poses a financial consideration for the purposes of this analysis. Training There are several groups of employees that would need to be trained in order to be ready to work at the DCSO-managed MDF:
• CoreCivic Lateral Hires • DCSO Lateral Moves/Transfer Employees • DCSO Net New Employees • Non-Correctional Employee Training • Annual Continuing Education
13 For a side-by-side comparison of DCSO and MDF-specific CoreCivic Correctional Officer turnover rates, please see the Appendix > Staffing > Correctional Officer Turnover Rates.
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It is nearly impossible to estimate the number of CoreCivic employees that would qualify and then matriculate to the DCSO to stay at the MDF, without which the number of net new employees cannot be calculated. Nevertheless, the following subsections will cover all of the training outlined above with conservative cost estimates. Lateral Training For those CoreCivic correctional employees who choose to join DCSO and successfully complete the DCSO interview and screening processes, there are three separate training events that they will need to participate in: ten days of Lateral Hire Primary Training, one Human Resources Day of training, and a Supplemental General Office In-Service Day.
Lateral Hire Primary Training For those CoreCivic correctional employees who choose to join DCSO and successfully complete the DCSO interview and screening processes, ten days of Lateral Training must also be completed in full. This training consists of the same syllabus of training that new hires must complete, an exemplar schedule of sessions can be found below:
Week 1 – New Hire Orientation Day 1 – Monday Training Staff Introduction Training Orientation Prison Rape Elimination Act (PREA) Use of Force (Class 1) Subject Control Day 2 – Tuesday Inmate Counts Use of Force (Class 2) Staff/Inmate Relations Subject Control Day 3 – Wednesday Cell Searches and Contraband Functions of the DCSO Radio Communication Jail Safety Subject Control Day 4 – Thursday Sexual Harassment Jail Management System (JMS – Class 1) Title VI/ADA Sheriff’s Address MedComs & Hospital Posts Subject Control Day 5 – Friday
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Week 1 – New Hire Orientation Inmate Discipline Chief Deputy’s Address Social Media/Media Relations Subject Control
Week 2 – DCSO Basics and Security Day 1 – Monday Criminal Justice System Physical Searches Suicide Intervention and Response JMS (Class 2) Subject Control Day 2 – Tuesday Restraints Substance Abuse Restraint Chair Employee Conduct MetroMax 457 Deferred Compensation Subject Control Day 3 – Wednesday Incident Report Writing Use of Force (UOF) Report Writing Drug Testing Subject Control Day 4 – Thursday Subject Control Post Exposure Response Chemical Weapons Exposure Chemical Weapons Chemical Weapons Exam Day 5 – Friday Subject Control Basic Jail Operations/DCSO Practices Service Employee International Union (SEIU) Mental Health
It is worth noting that, as stated in the Facility Operations > Security Electronics section of the report, the Jail Management System (JMS) is used agency-wide at the DCSO but is only used minimally by the CoreCivic staff at the MDF. The CoreCivic staff uses paper processes for the majority of their in-facility
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documentation related to the inmate population, thus the two days of JMS training would be very important for lateral hires.
As outlined in the schedule above, each class is two-weeks in duration and can hold 40-50 students. The estimated cost for each class is $3,194.86. This cost does not include the salaries of the trainees which are paid out to them during training, as that cost is captured in the Staffing budget line item.
Once again, it is nearly impossible to estimate the number of CoreCivic employees who would choose to come join the DCSO and therefore just as difficult to estimate the cost to train said transitioning employees. Regardless of the total number of employees transitioning from CoreCivic to the DCSO, it would be incredibly unlikely that the DCSO could pull 40-50 correctional officers out of the MDF at any time for two weeks of training. A detailed plan would need to be created that would take into account shift work, the number of employees requiring training, number of DCSO employees moving to the MDF, MDF mandatory posts, DCSO training personnel availability, etc. That said, for budgetary purposes the most conservative estimate for training all of CoreCivic’s 258.5 employees would be as follows:
Number of Number of Class Size Cost Per Class Total Class Costs Employees Classes 258.5 45 6 $3,194.86 $19,169.16
Lateral Hire Human Resources Training Day The Lateral Hire Human Resources Day is a class held by the DCSO, similar to one that Metro has, for all new employees to cover topics such as employee rights, insurance sign-up, etc. Ideally this class would be completed by lateral hires from CoreCivic in advance of the lateral class. The Year One cost for lateral hires to participate in this class is estimated below, using a class size of 40 as that is the typical size cap.
Topic Duration (hours) Segment Instructor Cost Benefits Enrollment 3.5 $244.40 Payroll 1 $38.80 HR Issues 1 $45.43 Cultural Diversity 3 $143.87 8.5 hours $472.50
Number of Number of Class Size Cost Per Class Total Class Costs Employees Classes 258.5 40 7 $472.50 $3,307.50
Lateral Hire General Officer In-Service Day The General Officer In-Service day is a supplemental course which provides additional hours of subject matter exposure on topics such as Subject Control and Use of Force. This is meant to enhance the training they receive in the Lateral Hire Primary Training, as some of these topics will not be addressed in-depth
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during the two-week class due to time constraints. The Year One cost for lateral hires to participate in this class is estimated below, using a class size of 40 as that is the typical size cap.
Duration Topic Segment Instructor Cost (hours) Use of Force (UOF), Expectorant Shield, and Red Man Helmet 2 $64.02 Subject Control 2 $119.24 Med Coms and Stepping Away from Dangerous Situations 2 $51.88 The Perfect Storm 2 $51.88 8 hours $287.02
Number of Number of Class Size Cost Per Class Total Class Costs Employees Classes 258.5 40 7 $287.02 $2,009.14
Net New Employee Training New Cadet Training The current primary costs which go into the hiring, training, and evaluation of a new cadet are outlined in the table below. At the time of writing classes were conducted three times a year, and each class lasts eight weeks. Prior to training instruction beginning, candidates are interviewed, given a fitness test, and administered written civil service test. Psychological and physical exams are conducted after an offer is extended.
It is nearly impossible to estimate the number of CoreCivic employees that would matriculate to the DCSO to stay at the MDF, without which the approximate annual new employee training cost cannot be calculated. For estimate’s sake, if all of CoreCivic’s 258.5 employees joined the DCSO and completed lateral training that would leave 75.88 remaining net new employees the DCSO would need to hire to staff the MDF with the required 334.7 employees. While there are many factors that make it impossible to estimate the actual cost and timeline to train these employees, the most conservative estimate is outlined below:
Number of Activity Per Class Cost Class Size Total Class Costs Classes General HR and Staff $27,862.57 $83,587.71 Support Costs 36 cadets – the Instruction $55,631.02 $166,893.06 max for DCSO in 3 Testing $2,522.60 $7,567.80 recent years Interviews $2,554.85 $7,664.55 Psych Evaluations $9,720.00 $29,160.00 Subtotals $98,291.04 Totals $294,873.12
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Another consideration to take into account is that the DCSO currently only offers three of the new cadet classes each year and would need to either add another class within the calendar year or would need more than a year to train all of the new cadets. This may or may not require the DCSO to hire additional Human Resources and Training personnel either on a full-time or shorter-term supplemental basis, both of which would impact the start-up budget.
Estimated Annual New Cadet Training Based on our Correctional Officer turnover rates, found in Appendix > Staffing > Correctional Officer Turnover Rates, it can be estimated that an average of 15.08% of DCSO Correctional Officers will turnover at the MDF each year after the DCSO management change-over. Given this average rate, the number of new correctional officers that would need to be hired to fill vacated roles at the MDF each year is 32. The estimated annual cost associated with this can be found below.
Activity Annual Class Cost Class Size General HR and Staff $27,862.54 Support Costs • One annual class of 32 cadets Instruction $55,631.02 • 32 cadets is the estimated number of new Testing $8,640.00 Correctional Officers needed to fill turnover-related Interviews $2,522.60 vacancies every year Psych Evaluations $2,554.85 Subtotals $97,211.01
Non-Correctional Employee Training Support staff and all non-correctional employees (i.e. Case Managers, Records Clerks, Programs Staff) must complete one week of pre-service new hire orientation. Any support staff or non-correctional CoreCivic employees joining the DCSO would be able to join applicable portions of the Lateral Training curriculum. Continuing Education All DCSO Correctional Officers, Armed Officers, Management/Supervisors, and Support staff are required to complete varying levels of continuing education through the Sheriff’s Office every year. Each group has particular targeted training, ranging from core curriculum to armed officer and mental health education. Based on the current cost to conduct this training each year across the DCSO agency, adding the new or transitioning MDF staff to that training schedule would result in approximately $12,126.11 in training costs annually.
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Training Conclusion In summary, the high-level estimates of start-up and annual training for staffing the MDF can be found below:
Training Type Estimated Start-up Cost Estimated Annual Cost Lateral Training $19,169.16 Lateral Hire HR Day $3,307.50 Lateral Hire General Office In-Service Day $2,009.14 New Employee Training $294,873.12 $97,211.01 Continuing Education $12,126.11 Subtotals $319,358.92 $109,337.12
Facility Operations Facility Audit If the DCSO is instructed to assume management of the MDF, one of the first activities that Metro would conduct is a complete audit of the facility. This audit would cover everything from financial statements and invoices to records and grievances and beyond. It would be critical to get a baseline understanding of the state of all paperwork and processes that Metro and the DCSO would have to take-over from CoreCivic; as this would inform a plan to bridge any gaps and/or highlight procedural changes or differences with lateral hires. Facility Improvements If the decision is made for the DCSO to assume management of the MDF, there are a number of facility improvements that would be necessary to bring the building up to DCSO agency-wide standards of functionality, both in terms of quality and to integrate certain systems with the rest of the DCSO.
• Security and Electronic Upgrades: as stated in the Facility Operations > Security Electronics section of the report, significant updates would be required to bring the security equipment in line with the rest of the DCSO agency. These updates will require a full vendor evaluation resulting in a cost and timeline estimate. The installation would need to be conducted unit by unit, and the complexity of the project would depend on the building layout and internal infrastructure. The evaluation, vendor selection, and installation of new equipment will take somewhere between 12- 18 months. • Maintenance Sweep: the DCSO maintenance team would need to complete a comprehensive inspection of the facility, the infrastructure, plumbing, the large equipment, laundry facility, etc. Based on their evaluation, repairs on the building and additional equipment purchase needs would be determined, priced out, and paced. • SORT Sweep: upon assuming management of the MDF, the DCSO Facility Administrator would bring the SORT team in to assist with a full facility assessment of inmate property accumulation in the cells. This would include taking inventory of items that CoreCivic allowed inmates to have and
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maintain in their cell property, as SORT could potentially need to remove items which do not comply with the DCSO policies. • JMS Expansion/Deployment: As stated in the Staffing subsection of this section above, the CoreCivic staff only uses limited functionality of the JMS. In addition to training on the use of JMS, a full suite of JMS modules would be installed on every new workstation and laptop. The rollout timeline of this deployment is difficult to estimate but would likely take at least three to six months and cost a yet-undetermined amount. • Facility Repairs: Certain yet-undetermined repairs would certainly be necessary based on the complete Metro, SORT, and Maintenance inspections and reviews of the facility building and equipment. Facility Services As part of discovery, a “prison learning curve” would be evaluated as part of the overall Change Strategy and Plan. This learning curve refers to all the differences between running jails and running a prison, and should be accounted for in training, stakeholder alignment, and other transitional activities. Some of the areas already earmarked for inclusion in this curve are as follows:
• Inmate populations – the MDF houses inmates serving felony convictions with one to six-year sentences, while the DCSO jails house pre-trial felons and misdemeanants as well as convicted misdemeanants serving a year or less. • Management approaches – as outlined in the Staffing section, there are vast differences between the Unit Management and Direct Supervision models of management. Procurement Furniture, Fixtures, and Equipment (FF&E) As described in detail in the Facility Operations > Furniture, Fixtures, and Equipment (FF&E) section, a significant amount of time and money would be spent pricing out and procuring new FF&E. For certain FF&E, the DCSO would handle this process in partnership with Metro. While the cost of FF&E for years one through five has been covered in detail, the timeline to ascertain the need and procure actuals is currently unknown. Small Wares As described in detail in the Facility Operations > Small Wares section, a significant amount of time and money would be spent pricing out and procuring new Small Wares. While the cost of Small Wares for years one through five has been covered in detail, the timeline to ascertain the need and procure actuals is currently unknown.
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Fleet As outlined as part of the FF&E needs, the DCSO would need to price out and procure a number of vehicles to add to the fleet servicing the MDF.
Vehicle Description Number of New Vehicles Needed 1 Sedan - Marked 1 2 Sedan - Mid-size 2 3 Van – Disabled Transport 1 4 Van – Transport 1 5 Van – Cargo 1 Subtotal 6
Employee Movement Once the full Organizational Change Strategy and Plan is in place it will include timeline recommendations for relocating both DCSO employees and various inmate populations between facilities. Should the management transition coincide with the opening of the new Downtown Detention Center, the moves would be easier as they could be part of one overall consolidated strategic plan. Inmate Relocation As stated at a high-level in the Davidson County Adult Correctional Landscape Overview > Future Adult Inmate Movement section earlier in this report, the opening of the new Downtown Detention Center will create inmate movement between facilities. Should the DCSO be instructed to assume management of the MDF, there is the possibility that inmate units be reorganized as well. Facility Administration could opt to house inmates based on classification, whereas it is believed that CoreCivic mixes classifications together today. There are many opportunities for potential streamlining with regard to inmate location, all of which would need to be evaluated and determined in real-time.
The DCSO has plenty of experience moving inmates from unit to unit or facility to facility, with a tried-and- true process for doing so which would be followed in this instance as in all others. Briefly speaking, this involves the following steps:
• Suspend commissary orders, provide interim indigent packages as needed • Suspend visitation • Facility SORT sweep and search • Inmate cell clean-up and property purge • Inmate property bagged, tagged, stored for relocation • Move inmate populations, escorted by ASD and Warrants o General population o Medium security population o Maximum security population o RHU population
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Relocation details and timing are not shared with the inmate population. These moves are calculated and are executed with surgical precision to the benefit of the inmate population, the DCSO employees, and the community as a whole. Planning and carrying out these moves, like all of the other points of preparation outlined in this section, takes time and thoughtful consideration. While the physical inmate moves take only days at a time, there could be more than three months lead time to plan and prepare for one facility’s moves. These timeline estimates are included in the Gantt chart at the beginning of this segment. CoreCivic Bridge Contract Should the decision be made for the DCSO to assume management of the MDF, it is likely that a bridge contract would be needed with CoreCivic to allow them to continue managing the facility while the DCSO prepared for the transition. A sample timeline of how this might unfold can be found below:
The DCSO has gleaned a lot from this evaluation exercise and would likely include some additional language based on these learnings in the CoreCivic bridge contract. These changes would potentially address requested management changes such as increased number of mandatory posts, raised pay for Correctional Officers, handling of inmate grievances versus requests, etc. There could also be verbiage in the bridge contract ensuring that incentives are aligned to keep CoreCivic motivated to provide the highest standards of service during the interim period as the DCSO would be preparing to assume management. Budget As previously shown, there is a significant increase in the budget for Year One. A summary of the Year One costs versus Year Two, and the dollar value increase associated with “start-up” costs can be found below:
DCSO Recommended Budget Year 1 Year 2 Notes on Year 1 Increase Payroll Expenditures $22,409,967.58 $22,409,967.58 Purchase of significant FF&E and Equipment $3,214,629.81 $377,671.69 small wares to outfit facility Fees $0.00 $0.00 Food Services $2,366,776.80 $2,366,776.80 Inmate Medical $8,232,692.40 $8,232,692.40 Security improvements required to meet DCSO agency-wide Maintenance & Repairs $1,295,644.00 $295,644.00 standards and integration needs are estimated to cost $1,000,000.00. Miscellaneous $3,085.31 $3,085.31 Motor Vehicle Operations $151,266.67 $151,266.67
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DCSO Recommended Budget Year 1 Year 2 Notes on Year 1 Increase Programs $5,000.00 $5,000.00 Accreditation cost every three Recurring Expenses $16,900.00 $6,775.00 years Training $319,358.92 $109,337.12 New hires, lateral hires training Travel (Staff) $10,316.33 $10,316.33 Uniforms $133,200.00 $133,200.00 Utilities $960,710.74 $960,710.74 $39,119,548.56 $35,079,230.24
Please keep in mind that these figures are subject to change, and that discovery in many other transitional areas is almost guaranteed to impact the budget for the first year. Conclusion In summary, the Organizational Change Management section of this report is meant to give a very rough estimate of what it would actually take to enact the transition from CoreCivic to DCSO management of the MDF. While the decision to make this change can potentially be made rather quickly, the actual shift is not unlike turning a super tanker around. The DCSO is well-equipped and prepared to assume management of the facility if that is what is decided, however it is important that the decision makers understand the following three key impacts behind this choice:
• Budgetary considerations o Significant start-up costs in the first year • Staffing needs o Substantial need for new hires o Potential turnover with lateral hires from CoreCivic o Potential low matriculation for lateral hires from CoreCivic • Timeline and lead time o Estimated 18-months to complete facility leadership transition o Bridge contract likely needed to extend current CoreCivic contract until the DCSO would be ready to assume management responsibilities
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Evaluation Conclusion As stated at the beginning of this report, while the budget figures paint a vivid picture of the cost associated with CoreCivic continuing to manage the MDF versus the DCSO assuming management of the facility, there are many other data to consider before making a decision. A few key take-aways from the report that may be important to weigh while making this decision are below:
Topic Description The only cost Metro currently incurs for the MDF is the salary of the Contract Monitor, less than $100,000 annually, as the MDF inmates are State inmates. If the DCSO were to assume management of the MDF, the per diem paid by the State Cost to Metro would not cover the DCSO costs and would leave millions of dollars of annual costs which would need to be covered somehow. It is likely that Metro would then have to subsidize the care of State inmates at the MDF with taxpayer funds. Inmate There is a misconception that the MDF houses inmates typically in the care of the Population Sheriff (jail). The inmates at the CoreCivic-managed MDF are State felons (prison). If the decision is ultimately made to remove CoreCivic and any future private vendor Alternatives and from the management of the MDF, another alternative would be for the State of Implications Tennessee to assume responsibility of their inmate population. Based on analysis provided by Metro and DCSO legal counsel, there are yet unknown land and building implications related to changing management of the MDF. These Land and could result in a financial penalty or loss of acreage which includes other Metro Building Contract facilities such as the fire hall, animal control, recycling center, police precinct, and other DCSO jail facilities. Transitioning from CoreCivic management to the DCSO is not an overnight move. Transition As outlined in the Organizational Change Management section, this change-over would likely take 18 months to complete. Staffing issues are pervasive in this industry, and the DCSO is not immune to them. Staffing Should the DCSO assume management of the facility, hiring and retaining so many new Correctional Officers will be a challenge.
It is the sincere hope that reader will take these and other factors into consideration while making a decision about the future management and operation of the MDF. If there are any remaining unanswered questions after reviewing this report in full, the DCSO is available for response and discussion.
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Appendices Glossary of Terms All definitions noted below are direct citations from the Tennessee Corrections Institute Chapter 1400-01 Minimum Standards for Local Adult Correctional Facilities, Authority T.C.A. §41-4-140, Revised January 2018.
(1) Booking – An official recording of an arrest and the identification of the person, place, time, arresting authority, and the reason for the arrest. It is the procedure for the admission of a person charged with or convicted of an offense, which includes searching, fingerprinting, photographing, medical screening, and collecting personal history data. Booking also includes the inventory and storage of the individual’s personal property. (2) Classification – A process for determining the needs and requirements of those for whom confinement has been ordered and for assigning them to housing units and programs according to their needs and existing resources. (3) Contraband – An item that has not been approved for possession or use by inmates or detainees by those legally charged with the responsibility for administration and operation of the facility. (4) Correctional Employee – Full- and part-time employees on the facility payroll, or reserve personnel, whose primary duties include the industry, custody, or treatment of prisoners. (5) Detention Facility – A confinement facility, usually operated by a local law enforcement agency, which holds persons detained pending adjudication and/or persons committed after adjudication. (6) Detention Officer – A person who is employed or authorized to detain or guard inmates. See Correctional Employee. (7) Disciplinary Segregation – A form of separation from the general population in which inmates who committed serious violations of conduct regulations are confined for short periods of time to individual cells separated from the general population by the disciplinary committee or other authorized group. Placement in disciplinary detention may only occur after a finding of a rule violation at an impartial hearing and when there is not an adequate alternative disposition to regulate the inmate’s behavior. See Restricted Housing Unit. (8) Facility Administrator – An official who has primary responsibility for managing and operating a local detention facility. (9) Furnishing – Applies to all living quarters and includes, but is not limited to, draperies, curtains, furniture, mattresses and bedding, upholstered or cushioned furniture, wastebaskets, decorations, and similar materials that can burn. (10) General Population – A group of individuals confined in an institution who have no institutional restrictions on them, such as segregation. (11) Health/Medical Screen – A structured inquiry and observation to prevent newly arrived offenders who pose a health and safety threat to themselves or others from being admitted to the general population and to identify offenders who require immediate medical attention. The screen can be initiated at the time of admission by health care personal or by a health-trained correctional officer.
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(12) Housing Area – A high-security, medium-security, or low-security cell or room, excluding holding, detoxification, infirmary, and segregation cells or rooms. (13) Informed Consent – The agreement by a patient to a treatment, examination, or procedure after the patient receives the material facts regarding the nature, consequences, risks, and alternatives concerning the proposed treatment, examination, or procedure. (14) Inmate – A person, whether in pretrial, un-sentenced, or sentenced status, who is confined in a correctional facility. (15) In-Service Training – Training which is given to an employee on an annual basis to reinforce or add to his basic training. (16) Jail – A confinement facility, usually operated by a local law enforcement agency, which holds persons detained pending adjudication and/or persons committed after adjudication. Jails, while intended for the confinement of adults, may also confine juveniles. (17) Library Service – A service that provides reading materials for convenient use; circulation of reading materials; service to help provide users with library materials, educational and recreational materials, or a combination of these services. (18) Medical Records – Records of medical examinations and diagnoses maintained by the responsible medical provider for each inmate separate from the inmate’s file. Medical records shall include the date and time of the medical examination and copies of standing or direct medical orders from the physician. (19) Non-facility Support Staff – Staff not on the facility payroll who work for a volunteer through an agency outside the local correctional facility who have regular or daily contact with inmates. Volunteers, contractors, professionals, health care personnel, clergy, etc. are examples of persons labeled as non-facility support staff. (20) Pre-service Orientation – Training accomplished prior to assignment of duty, which is intended to familiarize new employees with the operations of the particular jail to which they are to be assigned. (21) Restricted Housing Unit - A form of separation from the general population in which inmates who committed serious violations of conduct regulations are confined for short periods of time to individual cells separated from the general population by the disciplinary committee or other authorized group. Placement in disciplinary detention may only occur after a finding of a rule violation at an impartial hearing and when there is not an adequate alternative disposition to regulate the inmate’s behavior. (22) Security Devices – Locks, gates, doors, bars, fences, screens, ceilings, floors, walls, and barriers used to confine and control inmates. Also, electronic monitoring equipment, security alarm systems, security light units, auxiliary power supply, and other equipment used to maintain facility safety. (23) Segregation – Confinement of an inmate to an individual cell separated from the general population. (24) Sick Call – A function which provides inmates the opportunity to receive required medical attention.
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(25) Support Employee – Full- and part-time employees on the facility payroll, or reserve personnel who have periodic but minimal contact with inmates. (26) Temporary Holding Cell – A cell used to detain a person for minimal periods of time until cleared to transition to general population or transfer to another facility. (27) Trustee – An inmate, usually in a minimum-security classification, who is responsible for performing various maintenance tasks under supervision in a jail. May also be referred to as, “Trusty.” (28) Type I Facility – A detention facility housing primarily adults for more than seventy-two (72) hours. (29) Type II Facility – A detention facility housing primarily adults for not more than seventy-two (72) hours. (30) Type III Facility – A detention facility housing primarily adults for more than twelve (12) hours and does not include detention facilities used primarily for fingerprinting, photographing, interviewing, or interrogating. (31) Type IV Facility – A municipal government facility, permanent or mobile, used for in-processing, booking, fingerprinting, photographing, and bonding of arrestees and where an arrestee shall be released or transferred to another type of facility within two (2) hours of arrest.
Budget DCSO Year Two Recommended Projected Budget – Detailed Year 2 Payroll Expenditures $22,409,967.58 Salaries and Wages $15,671,306.00 Overtime $0.00 Fringe Benefits $6,738,661.58 Equipment $394,458.29 FF&E $27,140.55 Small Wares $333,081.34 Barber $1,033.87 Cleaning $131,406.03 Division-Specific (ASD/SORT) $16,442.00 Inmate Bedding $19,462.42 Inmate Hygiene $11,658.64 Inmate Uniforms $35,810.90 IT $13,536.00 Laundry $36,640.18 Maintenance $0.00 Mechanic/Truck Maintenance $0.00 Office Furniture $0.00 Program Supplies $8,350.00
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Paper Products $41,257.67 Property $15,796.13 Recreation $1,687.50 Security $0.00 Leased Equipment $16,083.76 Rented Equipment $18,152.64 Food Services $2,366,776.80 Food & Staffing $2,366,776.80 Inmate Medical $8,232,692.40 Maintenance & Repairs $295,644.00 Miscellaneous $3,085.31 Facility Events $3,085.31 Motor Vehicle Operations $151,266.67 Programs Programs $5,000.00 Recurring Expenses $6,775.00 Accreditation $0.00 Pest Control $4,200.00 Fire & Safety $2,575.00 DCSO Year Two Recommended Projected Budget – Detailed cont’d Fire Suppression $2,400.00 Alarm Monitoring $0.00 Maintenance $0.00 Inspection $175.00 Taxes $0.00 State Franchise Taxes $0.00 Property Taxes $0.00 Insurance $0.00 Liability Insurance $0.00 Property Insurance $0.00 Training $109,337.12 Travel (Staff) $10,316.33 Uniforms $133,200.00 Utilities $960,710.74 Fuel $0.00 Electricity $342,663.66 Gas $140,485.78 Water/Sewer $371,351.70 Refuse Services $79,308.68 Cable $3,667.74 Communications $23,233.18
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Telephone - Administration $23,233.18 Global Tel $0.00 $35,079,230.24 …continued on the following page…
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DCSO Year Three Recommended Projected Budget – Detailed Year 3 Payroll Expenditures $22,409,967.58 Salaries and Wages $15,671,306.00 Overtime $0.00 Fringe Benefits $6,738,661.58 Equipment $405,214.37 FF&E $37,896.63 Supplies & Materials $0.00 Small Wares $333,081.34 Barber $1,033.87 Cleaning $131,406.03 Division-Specific (ASD/SORT) $16,442.00 Inmate Bedding $19,462.42 Inmate Hygiene $11,658.64 Inmate Uniforms $35,810.90 IT $13,536.00 Laundry $36,640.18 Maintenance $0.00 Mechanic/Truck Maintenance $0.00 Office Furniture $0.00 Program Supplies $8,350.00 Paper Products $41,257.67 Property $15,796.13 Recreation $1,687.50 Security $0.00 Leased Equipment $16,083.76 Rented Equipment $18,152.64 Food Services $2,366,776.80 Food & Staffing $2,366,776.80 Inmate Medical $8,232,692.40 Maintenance & Repairs $295,644.00 Miscellaneous $3,085.31 Facility Events $3,085.31 Motor Vehicle Operations $151,266.67 Programs Programs $5,000.00 Recurring Expenses $6,775.00 Accreditation $0.00 Pest Control $4,200.00 Fire & Safety $2,575.00
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DCSO Year Three Recommended Projected Budget – Detailed cont’d Fire Suppression $2,400.00 Alarm Monitoring $0.00 Maintenance $0.00 Inspection $175.00 Taxes $0.00 State Franchise Taxes $0.00 Property Taxes $0.00 Insurance $0.00 Liability Insurance $0.00 Property Insurance $0.00 Training $109,337.12 Travel (Staff) $10,316.33 Uniforms $133,200.00 Utilities $960,710.74 Fuel $0.00 Electricity $342,663.66 Gas $140,485.78 Water/Sewer $371,351.70 Refuse Services $79,308.68 Cable $3,667.74 Communications $23,233.18 Telephone - Administration $23,233.18 Global Tel $0.00 $35,089,986.32 …continued on the following page…
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DCSO Year Four Recommended Projected Budget – Detailed Year 4 Payroll Expenditures $22,409,967.58 Salaries and Wages $15,671,306.00 Overtime $0.00 Fringe Benefits $6,738,661.58 Equipment $377,671.69 FF&E $10,353.95 Small Wares $333,081.34 Barber $1,033.87 Cleaning $131,406.03 Division-Specific (ASD/SORT) $16,442.00 Inmate Bedding $19,462.42 Inmate Hygiene $11,658.64 Inmate Uniforms $35,810.90 IT $13,536.00 Laundry $36,640.18 Maintenance $0.00 Mechanic/Truck Maintenance $0.00 Office Furniture $0.00 Program Supplies $8,350.00 Paper Products $41,257.67 Property $15,796.13 Recreation $1,687.50 Security $0.00 Leased Equipment $16,083.76 Rented Equipment $18,152.64 Food Services $2,366,776.80 Food & Staffing $2,366,776.80 Inmate Medical $8,232,692.40 Maintenance & Repairs $295,644.00 Miscellaneous $3,085.31 Facility Events $3,085.31 Motor Vehicle Operations $151,266.67 Programs Programs $5,000.00 Recurring Expenses $16,900.00 Accreditation $10,125.00 Pest Control $4,200.00 Fire & Safety $2,575.00 Fire Suppression $2,400.00
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DCSO Year Four Recommended Projected Budget – Detailed cont’d Alarm Monitoring $0.00 Maintenance $0.00 Inspection $175.00 Taxes $0.00 State Franchise Taxes $0.00 Property Taxes $0.00 Insurance $0.00 Liability Insurance $0.00 Property Insurance $0.00 Training $109,337.12 Travel (Staff) $10,316.33 Uniforms $133,200.00 Utilities $960,710.74 Fuel $0.00 Electricity $342,663.66 Gas $140,485.78 Water/Sewer $371,351.70 Refuse Services $79,308.68 Cable $3,667.74 Communications $23,233.18 Telephone - Administration $23,233.18 Telephone - Data Line $0.00 Global Tel $0.00 $35,072,568.64 …continued on the following page…
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DCSO Year Five Recommended Projected Budget – Detailed Year 5 Payroll Expenditures $22,409,967.58 Salaries and Wages $15,671,306.00 Overtime $0.00 Fringe Benefits $6,738,661.58 Equipment $376,800.64 FF&E $9,482.90 Small Wares $333,081.34 Barber $1,033.87 Cleaning $131,406.03 Division-Specific (ASD/SORT) $16,442.00 Inmate Bedding $19,462.42 Inmate Hygiene $11,658.64 Inmate Uniforms $35,810.90 IT $13,536.00 Laundry $36,640.18 Maintenance $0.00 Mechanic/Truck Maintenance $0.00 Office Furniture $0.00 Program Supplies $8,350.00 Paper Products $41,257.67 Property $15,796.13 Recreation $1,687.50 Security $0.00 Leased Equipment $16,083.76 Rented Equipment $18,152.64 Food Services $2,366,776.80 Food & Staffing $2,366,776.80 Inmate Medical $8,232,692.40 Maintenance & Repairs $295,644.00 Miscellaneous $3,085.31 Facility Events $3,085.31 Motor Vehicle Operations $151,266.67 Programs Programs $5,000.00 Recurring Expenses $6,775.00 Accreditation $0.00 Pest Control $4,200.00 Fire & Safety $2,575.00 Fire Suppression $2,400.00
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DCSO Year Five Recommended Projected Budget – Detailed cont’d Alarm Monitoring $0.00 Maintenance $0.00 Inspection $175.00 Taxes $0.00 State Franchise Taxes $0.00 Property Taxes $0.00 Insurance $0.00 Liability Insurance $0.00 Property Insurance $0.00 Training $109,337.12 Travel (Staff) $10,316.33 Uniforms $133,200.00 Utilities $960,710.74 Fuel $0.00 Electricity $342,663.66 Gas $140,485.78 Water/Sewer $371,351.70 Refuse Services $79,308.68 Cable $3,667.74 Communications $23,233.18 Telephone - Administration $23,233.18 Global Tel $0.00 $35,061,572.59
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Staffing Crosswalk of CoreCivic to DCSO Titles MANAGEMENT/SUPPORT CoreCivic Title DCSO Equivalent Title 1 Warden Facility Administrator 2 Assistant Warden Administrative Services Manager 3 Manager, Learning and Development Training, Division Manager 4 Manager, Quality Assurance Standards, Facility Administrator 5 Manager, Operations Finance Division Manager 6 Bookkeeper Administrative Officer 3 7 Accounting Clerk Administrative Officer 3 8 Manager, Human Resources Human Resources Manager 9 Human Resources Assistant Administrative Service Manager 10 Investigator Sheriff Investigator 11 Safety Manager Compliance Officer 12 Master Scheduler Office Support Specialist 13 Mailroom Clerk Mail Officer 14 Secretary Administrative Assistant 15 Administrative Clerk Office Support Specialist
SECURITY OPERATIONS – 8-HOUR SHIFTS CoreCivic Title DCSO Equivalent Title 1 Chief of Security Administrative Service Manager 2 Sr. Correctional Officer Correctional Officer Corporal (12-hour shift) 3 Stg. Officer Sherriff Investigator 4 Correctional Officer Security Officer I 5 Administrative Clerk Administrative Assistant
SECURITY OPERATIONS – 12-HOUR SHIFTS CoreCivic Title DCSO Equivalent Title 1 Shift Supervisor, Capt. Correctional Officer Lieutenant 2 Assistant Shift Supervisor, Lt. Correctional Officer Sergeant 3 Correctional Officer Correctional Officer I
UNIT MANAGEMENT – 8-HOUR SHIFTS CoreCivic Title DCSO Equivalent Title 1 Chief of Unit Management Administrative Service Manager 2 Unit Manager Correctional Officer Sergeant (12-hour shift) 3 Case Manager Case Manager 4 Correctional Counselor Case Manager 5 Correctional Officer Correctional Officer I (12-hour shift)
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UNIT MANAGEMENT – 8-HOUR SHIFTS 6 Classification Coordinator Administrative Service Manager 7 Records Clerk Office Support Representative 2
UNIT MANAGEMENT – 12-HOUR SHIFTS CoreCivic Title DCSO Equivalent Title 1 Correctional Officer Correctional Officer I 2 Sr. Correctional Officer Correctional Officer II
MAINTENANCE CoreCivic Title DCSO Equivalent Title 1 Maintenance Supervisor Sheriff Maintenance Supervisor 2 Maintenance Worker Sheriff Maintenance Worker 3 HVAC Mechanic Sheriff Maintenance Mechanic II 4 Administrative Clerk Administrative Assistant
SERVICES CoreCivic Title DCSO Equivalent Title 1 Laundry Supervisor Laundry Officer 2 Food Service Manager Food Services supervision falls under the purview of the “Standards, Facility 3 Assistant Food Service Manager Administrator” listed in the 4 Food Service Worker Management/Support category
PROGRAMS CoreCivic Title DCSO Equivalent Title 1 Recreation Supervisor Correctional Officer I 2 Treatment Manager Division Manager 3 Treatment Counselor Treatment Counselor 4 Program Facilitator Program Manager I 5 Program Facilitator Program Coordinator 6 Program Facilitator Work Release Monitor 7 Chaplain Sheriff Chaplain 8 Chaplain (Part-time) Sheriff Chaplain 9 Principal Program Supervisor 10 Academic Instructor Sheriff Teacher 11 Vocational Instructor Sheriff Teacher 12 Instructor (part-time) Sheriff Teacher 13 Library Aide Office Support Specialist 14 Library Aide (Part-time) Office Support Specialist 15 Administrative Clerk Office Support Specialist
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PROGRAMS 16 Librarian (Contractor, Quarterly) Office Support Specialist
Please note that there are no DCSO equivalent titles for Health Services, as CoreCivic employs their medical staff and the DCSO contracts this work out to a third-party vendor. In other words, DCSO does not have Health Services staff titles as there are no Health Services individuals employed by the Sheriff’s office.
HEALTH SERVICES – 8-HOUR SHIFTS CoreCivic Title DCSO Equivalent Title 1 Health Services Administrator (HSA) Health Services Administrator (HSA) 2 Physician Medical Director/Physician 3 Mid-level 4 Advanced Registered Nurse Practitioner (ARNP) 5 Director of Nursing (DON) 6 Psychiatrist Psychiatrist 7 Psych NP 8 Mental Health Coordinator Mental Health Coordinator 9 Mental Health Specialist Mental Health Specialist 10 Dentist Dentist 11 Dental Assistant Dental Assistant 12 Clinical Supervisor 13 Registered Nurse (RN) RN - Charge/Med Obs/Detox 14 Licensed Practical Nurse (LPN) -Pharmacy 15 Discharge Planner 16 Medical Records Clerk
HEALTH SERVICES – 12-HOUR SHIFTS CoreCivic Title DCSO Equivalent Title 1 RN RN 2 LPN LPN
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Organizational Chart – CoreCivic
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Organizational Chart – Projected DCSO at the MDF The chart below is a representation of how the DCSO facility management might look in the event that the DCSO assumes management and operation of the MDF. Some of the positions noted below would be on- site at the facility while others would be located centrally in the DCSO headquarters. Note that this is not the entire DCSO organizational chart, rather it is meant to help align the recommended staffing plan and management to show how personnel report up to the Sheriff.
Mandatory Positions and Posts The table below outlines the current mandatory posts at the MDF under CoreCivic’s management (left) and the mandatory posts the DCSO would have if the MDF were under DCSO management (right).
CoreCivic Mandatory Post # DCSO MDF Mandatory Post # 1 Shift Supervisor 1 Lieutenant 1 2 Sergeant 1 3 Bravo Housing Unit 1 Bravo Housing Unit 2
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CoreCivic Mandatory Post # DCSO MDF Mandatory Post # 4 Charlie Housing Unit 1 Charlie Housing Unit 2 5 Delta Housing Unit 1 Delta Housing Unit 2 6 Echo Housing Unit 1 Echo Housing Unit 2 7 Foxtrot Housing Unit 1 Foxtrot Housing Unit 2 8 Restricted Housing Unit (RHU) Pod 1 1 Restricted Housing Unit (RHU) Pod 1 2 9 RHU Pod 2 1 RHU Pod 2 2 10 RHU Pd 3 1 RHU Pd 3 2 11 Medical Observation 1 Medical Observation 1 12 Hotel Housing Unit 1 Hotel Housing Unit 2 13 Juliet Housing Unit 2 Juliet Housing Unit 2 14 Kilo Housing Unit 1 Kilo Housing Unit 2 15 Lima Housing Unit 1 Lima Housing Unit 2 16 Alpha 1 Housing Unit 1 Alpha 1 Housing Unit 1 17 Alpha 2 Housing Unit 1 Alpha 2 Housing Unit 1 18 Mike 3 Housing Unit 1 Mike 3 Housing Unit 1 19 Mike 4 Housing Unit 1 Mike 4 Housing Unit 2 20 Annex Utility 1 Rover 4 21 Utility 1 22 Master Control 2 Master Control 2 23 Mobile (0600-1400) 1 24 Medical 1 Medical 1 25 Intake 2 Intake 1 26 Kitchen 1 Kitchen 1 27 Recreation 1 28 Visitation 1 29 Back Dock 1 CoreCivic Total 28 DCSO MDF Total 44
Correctional Officer Turnover Rates CORECIVIC DCSO 2013 2013 15.5% 2014 38.1% 2014 13% 2015 47.9% 2015 16.6% 2016 51.4% 2016 12.2% 2017 95.6% 2017 18.1%
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Average Inmate Length of Stay Average inmate Length of Stay (LOS) is used to help determine frequency of purchase of Inmate Issue inventory and was not otherwise considered in this evaluation.
CORECIVIC DCSO YEAR MALES FEMALES YEAR MALES FEMALES 2013 2013 298 249 2014 186.28 144.91 2014 279 222 2015 187.14 145.27 2015 296 234 2016 191.56 133.72 2016 297 35* 2017 203.16 105.32 2017 306 29* *NOTE: while the DCSO did not have female inmates in custody in 2016 and 2017, as they are State inmates they are still tracked in our Jail Management System (JMS) and therefore show up in our headcount reports. Facility Operations Furniture, Fixtures, and Equipment (FF&E) Detailed below is an exemplar list of CoreCivic FF&E in place at the MDF14: Category Description Quantity BUILDING - STORAGE 1 Building BUILDING ADDITION 1 TRAILER DOUBLE - CLASSROOM 2 CIRCULATING PUMP 1 Dental EVAC PUMP 1 FILM PROCESSOR 2 Exterior Storage Building LUMBER FRAMING 4 STORAGE 1 Fire Safety SPRINKLER 1 CAGING - TRANSPORT 3 CAR 2 VAN 8 Fleet SUV 2 BUS 2 TRUCK 3 DESK 4 Furniture - Office FILE CABINET 8 A/C - 15 TON 1 HVAC - GAS UNIT 3 HVAC HVAC - ROOFTOP UNIT 1 HVAC - ROOFTOP UNIT - 15 TON CARRIER 1 HVAC - ROOFTOP UNIT - ECONOMIZERS 21
14 Data valid as of 18 June 2018
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Category Description Quantity HVAC cont’d HVAC - ROOF TOP UNIT - FREEZER 1 1 BASE SYSTEM FOR FIREWALL 1 CABLING 3 CCATV - DUAL CHANNEL PLAYER 1 CCATV - DIGITAL SIGNAGE PLAYER 1 COMPUTER - LAPTOP 10 COMPUTER - DESKTOP 179 COMPUTER Security CONTROL 3 DIGITAL SIGNAGE AVI SYSTEM 1 NETWORK SWITCH 1 DIGITAL CAMERA 1 IMS3 1 IT TRAVEL EXPENSE 1 MATRIX CAGE - CCTV SYSTEM 1 IT MONITOR - 17 IN 36 MS WINDOWS SERVER LICENSE 2 PHONE SYSTEM AVAYA 1 POLYCOM HDX VIDEO EQUIPEMENT 2 PRINTER 34 NETWORK ETHERNET SWITCH 12 SERVER HP 2 SERVER VOIP SYSTEM 1 SOFTWARE - VARIOUS 33 SOFTWARE LICENSE - MS OFFICE 30 TOUCH SCREEN CPU OPTIPLEX 7040 1 UNINTERRUPTIBLE POWER SUPPLY 1 WAN ACCELERATOR 1 BURNISHER 11 CART, UTILITY - 2-SHELF 5 Janitorial FLOOR POLISHER 13 PLATFORM TRUCK - MOBILE 1 TILT TRUCK - MOBILE 2 BOWL CUTTER - 18 IN 1 BRAISING PAN GAS - 40 GAL 4 BUN PAN CARRIER, NOT HEATED 4 Kitchen BUN PAN RACK 6 FOOD PANS 4 CONVECTION OVEN GAS DOUBLE 3
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Category Description Quantity DISHWASHER 1 FOOD LINE ADDITION STAINLESS 1 FOOD PAN CARRIER, NOT HEATED 8 GRIDDLE GAS - 72 IN 1 HEATED HOLDING CABINET 2 ICE MAKER W/ BIN 2 KETTLE GAS - 80 GAL 1 MIXER, FLOOR MODEL - 80 QT 1 MIXING BOWL - 80 QT 1 OVEN RACK - ROLL-IN 5 Kitchen cont’d REFRIGERATOR STANDARD 2 REFRIGERATOR/FREEZER 2 SAFETY SLICER MANUAL 2 SPLASHGUARD BEHIND DISHWASHER 1 STEAM TABLE W/ WELLS 4 TRAY - DELIVERY 5 TRAY - DRYING RACK 2 UTILITY CART- 2 SHELF 2 VEGETABLE SLICER/SHREDDER 1 WORK TABLE 4 DRYER - 190 LB 3 DRYING RACK TRAYS 2 SCALE RECEIVING - DIGITAL 1 Laundry Equipment SEWING MACHINE 1 SHELVING UNIT - TUBULAR 1 WASHER - 95 LB 3 Licensure RADIO PORT LICENSE 1 Maintenance/Building BOILER 1 DRAIN CLEAN MACHINE 1 MOWER 1 PALLET JACK 1 PARTS WASHER 1 PLASMA CUTTER - 65 PSI 1 Maintenance Equipment PRESSURE WASHER 1 SAFETY CABINET - 24 GAL 2 SCISSOR LIFT, ELECTRIC 1 TELESCOPIC LIFT 1 AIR CAPTURE HOOD 1
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Category Description Quantity WELDER, MIG 1 Maintenance Equipment cont’d WELDER, TIG 1 DEFIBRILLATOR 3 EXAM TABLE 2 IV PUMP INFUSION SYSTEM 1 PULSE OXIMETER, HANDHELD 1 PC CART 3 PULSE OXIMETER, FINGERPRINT 1 Medical SCALER BIOSONIC, ULTRASONIC 1 STERILIZER 1 STRETCHER TRANSPORT 2 SUCTION MACHINE, PORTABLE 1 VITAL SIGN SPOT MONITOR 5 WHEELCHAIR 3 COPIER 9 FAX MACHINE 1 Office Equipment PROJECTOR 2 SCANNER 6 SHREDDER 1 Personal Property BOX/LID 400 Plumbing WATER HEATER 2 Recreation WEIGHT MACHINE, MULTI-STATION 1 ENTRY/EXIT TABLE 4 CAMERA W/ TRIPOD 1 COMPUTER 1X LEGACY-STUN FEN 1 METAL DETECTOR, VARIOUS 7 GRENADE LAUNCHER 1 TABLETOP X-RAY SYSTEM 1 LAUNCHER 37MM SINGLE SHOT 1 PARCEL SCANNER 2 Security SECURITY CAMERA/DVR 12 PISTOLS SMITH & WESSON 64 5 RED MAN SUIT 1 RESTRAINT BED 1 REVOLVER SMITH & WESSON 64 4 SECURITY CAMERAS 1 STUN CAPTURE SHIELD 1 STUN FENCE UPGRADE 1
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Category Description Quantity VEST BALLISTIC THREAT IIIA 48 Security cont’d VEST THRUSTGUARD STAB/SPIKE 10 PARTITION 5 PANEL 4
FF&E: DCSO Procurement, Retention, Acquisition In determining which FF&E items the DCSO would purchase from CoreCivic, in the event that the DCSO were to assume management of the MDF, the following considerations were taken into account:
FF&E Status DCSO Action Description Remaining Items that have a lifespan of over five years beyond the date 1 Acquire Lifespan when the DCSO would take over the facility from CoreCivic Items whose lifespans have since expired and which would 2 Expired Replace need to be replaced immediately Items which will need to be purchased brand new, as the 3 New Purchase New DCSO would not entertain purchasing certain items from CoreCivic regardless of age or condition (i.e. office furniture)
Year One Acquired Items – after thorough inspection and evaluation, the DCSO would potentially acquire the following assets from CoreCivic which are estimated to have a lifespan of over five years beyond 2019, when the DCSO could be asked to assume management of the MDF:
2019 Date Current Original Life Item Description Type Purchase Acquired Quantity Cost Expectancy Price PLATFORM TRUCK - FLATBED CART Janitorial 7/1/2010 1 $1,322.91 15 $619.29 FLOOR POLISHER DUAL SPD 20I Janitorial 6/1/2017 7 $7,676.56 5 $5,650.80 Maintenance SCISSOR LIFT ELECTRIC GS193 3/1/2015 1 $20,964.69 10 $13,351.73 Equipment Maintenance WELDER TIG DYNASTY 210IN 12/1/2015 1 $6,223.94 10 $4,445.27 Equipment Maintenance SAFETY CABINET 24GAL 4/1/2010 2 $1,140.13 10 $179.66 Equipment Maintenance DRAIN CLEAN MACHINE TYPICAL 5/1/2011 1 $3,112.47 10 $816.39 Equipment Maintenance PRESSURE WASHER HOT WATER T 10/1/2015 1 $5,330.36 5 $2,307.74 Equipment Maintenance PALLET JACK 6000LB 11/1/2006 1 $1,105.17 5 $674.70 Equipment Maintenance PLASMA CUTTER 65PSI 3/1/2007 1 $1,572.22 15 $361.67 Equipment DETECTOR METAL WALK THRU 6S Security 7/1/2017 3 $12,449.16 5-7 $10,451.61
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2019 Date Current Original Life Item Description Type Purchase Acquired Quantity Cost Expectancy Price PARCEL SCANNER 140KV Security 12/1/2013 1 $32,846.37 10 $17,591.11 20 INCH ENTRY/EXIT TABLE Security 6/1/2009 1 $928.63 10 $86.76 40 INCH ENTRY/EXIT TABLE Security 6/1/2009 1 $1,037.88 10 $96.96 HI-SCAN 5030SI PORTABLE X-R Security 6/1/2009 1 $24,033.91 10 $2,151.94 PARCEL SCANNER 6040DS Security 5/1/2011 1 $27,378.05 10 $7,665.77 TABLE ENTRY/EXIT 40IN Security 5/1/2011 2 $2,075.75 10 $592.02 METAL DETECTOR Security 8/1/2013 1 $9,482.90 10 $4,584.97 Year One Acquisition Total $71,628.38
Year One Replacement Items - the DCSO would need to replace the following assets immediately as the existing CoreCivic assets’ lifespan have or will have expired. The original ledger cost has been used to estimate new purchase price:
2019 Date Current Original Life Item Description Type Approx. Acquired Quantity Cost Expectancy Cost MATRIX CAGE-CCTV SYSTEM IT 11/1/2010 1 $12,099.44 5 $12,099.44 BURNISHER 20IN HI SPD Janitorial 5/1/2010 1 $929.41 5 $929.41 BURNISHER HI SPD POLISHER Janitorial 5/1/2011 4 $3,947.08 5 $3,947.08 BURNISHER W/PAD 20IN HI SPD Janitorial 9/1/2009 3 $3,055.89 5 $3,055.89 CART UTILITY 2 SHELF 2000# Janitorial 7/1/2011 1 $596.89 5 $596.89 CART-UTILITY 2 SHELF 2000# Janitorial 11/1/2010 4 $2,678.92 5 $2,678.92 FLOOR BURNISHER 1500RPM Janitorial 4/1/2014 3 $3,011.29 5 $3,011.29 FLOOR POLISHER DUAL SPD Janitorial 5/1/2011 2 $2,549.59 5 $2,549.59 FLOOR POLISHER DUAL SPD Janitorial 7/1/2011 1 $1,217.44 5 $1,217.44 FLOOR POLISHER W/PAD 20IN Janitorial 9/1/2009 1 $1,055.53 5 $1,055.53 POLISHER-C205PX-TP Janitorial 6/1/2007 2 $1,600.51 5 $1,600.51 TILT TRUCK MOBILE 2000LB Janitorial 11/1/2010 2 $1,863.80 5 $1,863.80 Maintenance MOWER HUSTLER X-ONE 26HP 10/1/2011 1 $7,140.58 5 $7,140.58 Equipment Maintenance PARTS WASHER 8/1/2007 1 $664.96 5 $664.96 Equipment Maintenance TELESCOPIC LIFT XLT2900 8/1/2007 1 $5,971.44 5 $5,971.44 Equipment Maintenance TOOL-ACCUBALANCE AIR CAP HO 3/1/2013 1 $3,498.59 5 $3,498.59 Equipment
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2019 Date Current Original Life Item Description Type Approx. Acquired Quantity Cost Expectancy Cost Maintenance WELDER MIG WIRE FEED 4/1/2007 1 $623.87 10 $623.87 Equipment MAGNASCANNER CS5000 Security 5/1/2003 1 $2,652.37 10 $2,652.37 METAL DETECTOR WALK-THRU Security 4/1/2005 1 $2,491.64 10 $2,491.64 METAL DETECTOR, SMD601 Security 4/1/2008 1 $9,652.24 10 $9,652.24 Year One Replacement Total $67,301.48
Year One Purchase New - the DCSO would need to purchase the following assets brand new as the DCSO would not entertain purchasing them from CoreCivic regardless of age or condition (i.e. office furniture):
FF&E Item Description Item Quantity Detail and Notes Desk chairs, side chairs, Norix stackable chairs (see photo in Chairs 134 Exhibit A below) Credenzas 2 L-desks, simple single desks, and officer workstations for Desks 98 the housing units Filing Cabinets 63 Fleet 11 Sedans, trucks, inmate passenger vans and buses Other Furniture Items 127 Benches, communal area furnishings, lockers, carts Conference tables, side tables, and spider tables (see Tables 42 photos in Exhibit B below)
Exhibit A: Exemplar Norix Stackable Chair Exhibit B: Exemplar Viking Six-Seat Stainless-Top Spider Table
For years two, three, four, and five FF&E would need to be replaced with new purchases on a rolling basis as items’ lifespans come to their natural end. In other words, if it is known that an HVAC unit is set to
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expire in year three then it would need to be replaced. For the sake of ballpark budget estimates, the original purchase price was used to project the potential future cost of replacing said items.
Year Two Replacement Items - the DCSO would need to replace the following assets in year two, as they are expected to expire on or by year 2020:
Date Current Original Cost & 2020 Item Description Type Acquired Quantity Estimated Cost Maintenance SAFETY CABINET 24GAL 4/1/2010 2 $1,140.13 Equipment 20 INCH ENTRY/EXIT TABLE Security 6/1/2009 1 $928.63 40 INCH ENTRY/EXIT TABLE Security 6/1/2009 1 $1,037.88 HI-SCAN 5030SI PORTABLE X-R Security 6/1/2009 1 $24,033.91 Year Two Replacement Total $27,140.55
Year Three Replacement Items - the DCSO would need to replace the following assets in year two, as they are expected to expire on or by year 2021:
Date Current Original Cost & 2021 Item Description Type Acquired Quantity Estimated Cost DRAIN CLEAN MACHINE Maintenance 5/1/2011 1 $3,112.47 TYPICAL Equipment PRESSURE WASHER HOT Maintenance 10/1/2015 1 $5,330.36 WATER T Equipment PARCEL SCANNER 6040DS Security 5/1/2011 1 $27,378.05 TABLE ENTRY/EXIT 40IN Security 5/1/2011 2 $2,075.75 Year Three Replacement Total $37,896.63
Year Four Replacement Items – the DCSO would need to replace the following assets in year two, as they are expected to expire on or by year 2022:
Date Current Original Cost & 2022 Item Description Type Acquired Quantity Estimated Cost FLOOR POLISHER DUAL SPD Janitorial 6/1/2017 7 $7,676.56 20I Maintenance PALLET JACK 6000LB 11/1/2006 1 $1,105.17 Equipment Maintenance PLASMA CUTTER 65PSI 3/1/2007 1 $1,572.22 Equipment Year Four Replacement Total $10,353.95
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Year Five Replacement Items - the DCSO would need to replace the following assets in year two, as they are expected to expire on or by year 2023:
Date Current Original Cost & 2023 Item Description Type Acquired Quantity Estimated Cost METAL DETECTOR Security 8/1/2013 1 $9,482.90 Year Five Replacement Total $9,482.90
Facility Services Food Services Sample Menus The table below lists sample breakfast, lunch, and dinner menus along with serving sizes, as provided in the DCSO contract for Food Services Vendor in 2018:
DCSO Breakfast Sample Menu (Hot meal) Food Item Serving Size 1 Oatmeal/Sugar/Margarine 8 ounces 2 Scrambled eggs 4 ounces 3 Turkey sausage 1 ounce 4 Toast 2 slices 5 Jelly 1 tablespoon 6 Margarine with Vitamins A & D 1 tablespoon 7 Sugar packets 2 each 8 Coffee 1 cup 9 Reduced fat milk with Vitamins A & D 1 cup
DCSO Lunch Sample Menu (Cold meal – bagged or bulk) Food Item Serving Size 1 Turkey luncheon meat 1 ounce 2 Cheese 1 slice 3 Turkey bologna 1 ounce 4 Cheese 1 slice 5 Enriched bread 4 slices 6 Mustard 1 tablespoon 7 Salad dressing 1 tablespoon 8 Chips 1 ounce 9 Glazed cake 1 piece 10 Beverage with Vitamin C 1 cup
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DCSO Dinner Sample Menu (Hot meal) Food Item Serving Size 1 Fried chicken 1 quarter 2 Gravy 2 ounces 3 Mashed potatoes 4 ounces 4 Seasoned pintos 4 ounces 5 Enriched bread 2 slices 6 Margarine with Vitamins A & D 1 tablespoon 7 Glazed cake 1 piece 8 Sweetened tea 1 cup
Medical Services Below are inmate medical care lifecycle diagrams which represent the preferred or “ideal” path. In most cases, the Nashville Fire Department will make the ultimate distinction on which medical facility an inmate will be transported to based on medical facility capacity, medical facility staffing levels, and other factors. Therefore, while the ideal first stop for a DCSO inmate requiring medical care outside the jail would be Nashville General Hospital, as noted below, they may actually be transported to any number of other facilities based on influencing factors noted above.
Inmate Medical Care Lifecycle – DCSO
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Inmate Medical Care Lifecycle – CoreCivic
DCSO MPHD Sliding Scale Reimbursement The table below outlines the high-level financial agreement between the Metro Public Health Department (MPHD) and the DCSO third-party health services provider, in terms of how much of the inmate health services MPHD will cover depending on various factors: Amount Covered by Amount of Vendor Location of Care Annual Cost MPHD Responsibility Onsite $849,829.00* 100% 0% Offsite $1,500,000.00 100% 0% Offsite $1,500,000.00 - $2,000,000.00 75% 25% Offsite $2,000,000.00 90% 10% *This amount is an average based on actuals spread out over the five years of the contract
DCSO Chargeable versus Non-chargeable Services15 Chargeable Services Non-chargeable Services Physician sick call X Contact solicited by inmate X NP or PA sick call X Nurse sick call X Dentist sick call X Medications prescribed as a result of a sick call and X not outlined in non-chargeable services Intake nurse screening X Initial dental exam (performed by nurse) X Tuberculosis (TB) testing, screening, and treatment X Court-ordered treatment including DNA testing X Physical performed within fourteen days of intake X
15 DCSO Policy# 1-4.500, Inmate Co-payment for Health Services, effective date 1 August 2017.
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Chargeable Services Non-chargeable Services Food handler’s medical screening X Health education X Medical screening and reports prior to transfer to X another facility Chronic care services and clinics such as: • Hypertension • Diabetes • Pregnancy • AIDS X • TB • Hepatitis • Venereal disease testing • Heart disease • Documented history of major mental illnesses Follow-up care and treatment ordered by a X physician or designee Mandated health services provided to inmates in X Restricted Housing Health services provided to federal inmates X Health services provided to inmates placed on X suicide precaution Health services provided to inmates “On Loan” from X other counties Emergency care X Medical assessments following Uses of Force X Health services ordered by a physician or designee X Emergency and ongoing medical and mental health care for inmate victims of sexual abuse as X appropriate …continued on the following page…
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Commissary Below is an exemplar blank form used by DCSO inmates to order commissary:
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…continued on the following page…
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Below is an exemplar completed form used by CoreCivic inmates to order commissary:
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Below is a copy of a receipt issued to an inmate from the Commissary vendor:
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Programs DCSO Program and Service Effectiveness The tables below tell the stories of individual inmates and their journeys through incarceration before and after their participation in various programs and services. To read the tables, the X axis (along the bottom running from left to right) represents each individual inmate. The Y axis (on the left-hand side from top to bottom) demonstrates number of arrests. The blue colored dots represent total arrests in the inmates’ lifetime, and the orange/yellow dots represent arrests made during the reporting period after participating in the relevant program.
The best way to read the “story” told by the data is to look at the cloud of blue dots in each table as the “before”, and then compare to the orange/yellow dots in each table as the “after”.
Sample Data Interpretation:
Inmate 55 was arrested 35 times total prior to participating in SOAR, and after benefiting from the service Inmate 55 was arrested 1 time up until February 2018, when the reporting period ended.
SOAR Service Effectiveness 1/2015 - 2/2018
Total Arrests Prior to SOAR Post Arrests (During Study Period)
40
35
30
25
20
15 Number of Arrests of Number 10
5
0 0 2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38 40 42 44 46 48 50 52 54 56 58 Inmate Sample Size of 58
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HiSET Program Effectiveness 1/2017 - 2/2018
Total Arrests Prior to HiSET Post Arrests (During Study Period)
35
30
25
20
Number of Arrests of Number 15
10
5
0 0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 Inmate Sample Size of 99
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SAVE Program Effectiveness 3/2015 - 2/2018
Total Arrests Prior to SAVE Post Arrests (During Study Period)
70
60
50
40 Total ArrestsTotal 30
20
10
0 0 10 20 30 40 50 60 70 80 90 100 110 120 130 140 150 160 170 180 190 200 210 220 230 240 250 260 270 280 290 300 310 Inmate Sample Size of 317
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New Avenues Program Effectiveness 3/2015 - 2/2018
Total Arrests Prior to New Avenues Post Arrests (During Study Period)
80
70
60
50
40 Number of Arrests of Number
30
20
10
0 0 100 200 300 400 500 600 700 Inmate Sample Size of 701
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Healing Journey Program Effectiveness 3/2015 - 2/2018
Total Arrests Prior to Healing Journey Post Arrests (During Study Period)
70
60
50
40
Number of Arrests of Number 30
20
10
0 0 25 50 75 100 125 150 175 200 225 250 Inmate Sample Size of 264
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Day Reporting Program Effectiveness 1/2015 - 2/2017
Total Arrests Prior to Day Reporting Post Arrests (During Study Period)
40
35
30
25
20 Number of Arrests of Number
15
10
5
0 0 25 50 75 100 125 150 175 200 225 250 275 300 325 350 375 Inmate Sample Size of 382
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Index
28-day Work Cycle ...... 36 40-hour Work Week...... 36 Accreditation ...... 47, 63 Basic Hygiene Kit ...... 56 Budget ...... 24 Conclusion ...... 32 DCSO and CoreCivic Budget Comparisons ...... 29 DCSO First Year Budget Projection "Like-to-Like", Detailed ...... 25 DCSO First Year Budget Projection "Like-to-Like", High-Level ...... 24 DCSO First Year Budget Projection Recommended - Detailed ...... 27 DCSO First Year Budget Projection Recommended - High-level ...... 27 DCSO Five Year Projection - High-level ...... 29 DCSO Year Five Recommended - Detailed ...... 113, 114 DCSO Year Four Recommended - Detailed ...... 111 DCSO Year Three Recommended - Detailed ...... 107, 109, 110 DCSO Year Two Recommended - Detailed ...... 106 Land and Building Considerations ...... 32 Medical Services ...... 71 Metro Subsidy to the State ...... 30 Civil Service Testing ...... 43 Commissary ...... 67, 75 Receipt ...... 137 Sample Blank Form ...... 133 Sample Completed Form ...... 135 Core Civic Staffing, Current ...... 36 Cultural Change ...... See Organizational Change, Staffing Direct Supervision ...... 43, 45 Educational and Vocational Programs ...... 81 Employee Population ...... 45 Employee Screening ...... 43 Employee Selection ...... 43 Employee Training ...... 43 Evaluation Conclusion ...... 102 Evaluation Criteria ...... 8 Expenditures, Recurring ...... 47 Facility Operations ...... 47 FF&E ...... 47, 121 Furniture, Fixtures, and Equipment ...... 121 Facility Services ...... 67 Commissary ...... 133, 137 Food Services ...... 129 Health Services ...... 130 Medical Services ...... 130
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Vision Care ...... 74 FF&E ...... 47 Budget Considerations ...... 52 Categories ...... 48 Potential Outcomes ...... 49 Year One ...... 52 Years Two, Three, Four, and Five ...... 53 Fleet ...... 98 Food Services ...... 55, 67 Sample Menus ...... 129 Staffing ...... 38 Fringe Benefits ...... 41 Fringe Benefits ...... 37 Fringe Benefits ...... 45 Funding ...... 9 Furniture, Fixtures, and Equipment ...... 47 Furniture, Fixtures, and Equipment ...... 47 Furniture, Fixtures, and Equipment Categories ...... 48 Furniture, Fixtures, and Equipment Potential Outcomes ...... 49 Furniture, Fixtures, and Equipment Budget Considerations ...... 52 Furniture, Fixtures, and Equipment Year One ...... 52 Furniture, Fixtures, and Equipment Years Two, Three, Four, and Five ...... 53 Furniture, Fixures, & Equipment ...... 97 Future Facility Openings and Closures ...... 15 Inmate Movement ...... 15 General Population ...... 55 Glossary of Terms...... 104 Health Services ...... 67, 70 Budget ...... 71 DCSO Chargeable and Non-chargeable Services ...... 131 DCSO MPHD Sliding Scale Reimbursement ...... 131 Staffing ...... 37, 40 Vision Care ...... 74 Indigent Packages ...... 56 Information Technology ...... 47, 60 Inmate Accounts ...... 67, 76 Inmate Copayment ...... 74 Inmate Issue ...... 47 Inmate Issue Overview ...... 53 Inmate Issue Returned ...... 53
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Inmate Issue Retained ...... 56 IT 47, 60 Jail Management System ...... 62 Jail versus Prison ...... 8 JMS ...... 62 Lateral Training ...... 43, See Organizational Change, Staffing Locations Correctinal Landscape Google Earth View, Downtown ...... 21 Correctional Landscape Google Earth View ...... 20 Correctional Landscape Google Earth View, Harding Place ...... 22 Correctional Landscape Map ...... 17 Correctional Landscape Map, Downtown ...... 18 Correctional Landscape Map, Harding Place ...... 19 Maintenance Staffing ...... 40 Mandatory Posts ...... 35 Medical Staffing ...... 37, 40 Medical Services ...... 70 DCSO Chargeable and Non-chargeable Services ...... 131 DCSO MPHD Sliding Scale Reimbursement ...... 131 Staffing ...... 37, 40 Vision Care ...... 74 Organizational Change Management Budget ...... 99 Core Civic Bridge Contract ...... 99 Employee Movement ...... 98 Facility Audit ...... 96 Facility Improvements...... 96 Facility Operations ...... 96 Facility Services ...... 97 Inmate Relocation ...... 98 Procurement ...... 97 Stakeholder Alignment and Management ...... 89 Timeline...... 87 Transition Team ...... 87 Workforce Assessment and Staffing ...... 90 Organizational Change Management Considerations ...... 87 Overtime ...... 38 Overtime ...... 37 Overtime ...... 45 Overview ...... 14, 98 Current State Correctional Diagram ...... 14 Current State Correctional Landscape ...... 14 Future Correctional Landscape ...... 15 Future State Correctional Diagram ...... 16 Per Diem ...... 29
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Potential Outcomes ...... 9 Programs ...... 55, 79, 138 Budget ...... 82 DCSO Program and Service Effectiveness ...... 138 DCSO Program Effectiveness ...... 85 DCSO Recidivism Reduction Measurements...... 85 Staffing ...... 40 Recreational and Leisure Programs ...... 81 Relief Factor ...... 38 Relief Factor ...... 45 Relief Factors ...... 41 Religious Programs...... 80 Report Objective ...... 8 Restricted Housing ...... 55 Salaries ...... 37 Security ...... 47 Security Electronics ...... 60 Services Staffing ...... 40 Shift Differentials ...... 38, 42 Shift Differentials ...... 45 Small Wares ...... 47 Small Wares ...... 53 Small Wares Non-Inmate Issue ...... 57 Small Wares Budget Considerations ...... 59 Small Wares Categories ...... 59 Small Wares Leased and Rented Items ...... 60 Small Wares ...... 97 Social Services Programs ...... 80 Staff Evaluations ...... 43 Staffing ...... 35 28-day Cycle ...... 36 40-hour Work Week...... 36 Continuing Education ...... 95 Costs ...... 40 Costs, one-time ...... 42 DCSO ...... 119 Employee Population ...... 40, 41 Lateral Training ...... 91 Mandatory Posts ...... 119 Organizational Chart - Core Civic ...... 118 Organizational Chart - DCSO ...... 119 Position ...... 39, 40 Positions ...... 45
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Recruitment ...... 90 Titles ...... 115 Titles Crosswalk ...... 115 Training ...... 90, 94 Training for Non-Correctional Employees ...... 95 Staffing Model Comparison Current State to DCSO Recommended ...... 38 Like-to-like ...... 37 Staffing Model Comparisons ...... 36 Staffing Overview ...... 35 Transition Programs ...... 82 Treatment Programs ...... 80 Trustee ...... 56 Uniforms ...... 55 Unit Management ...... 43, 45 Utilities ...... 47, 62
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