COMMONWEAL1H OF MAsSACHUSETrS DEPARTMENr OF CORRECTION - .~~. \ \. State Library . assa~ State House, Boston , 1 _ ___ ANNuAL REPORT: FISCAL YEAR 1993 MR July 1, 1992 - June 30, 1993 365M3 866r 1993 'c.2 Massachusetts Department of Correction Mission Statement T he Massachusetts Department of Correction promotes public safety by imprisoning convicted felons while providing opportunities for rehabilitation through a structured reintegration model. The Department of Correction Mission is achieved through the following initiatives: -Protecting the public by safely and humanely incarcerating inmates at the appropriate security level; -Providing inmate work, educational, and programming opportunities; -Prudently and efficiently managing all resources allocated to the DOC; -Establishing sound correctional policies and procedures; -Proactively informing and educating the public consistent with established correctional policies and; -Providing a professional and rewarding work environment for staff. Massachusetts Department of Correction Philosophy T he philosophy of the Massachusetts Department of Correction is to promote reintegration while protecting society. It is the philosophy of the Department to hold the offender at the lowest level of security consistent with public safety. At every level of security the Department seeks to operate clean, safe and humane institutions, manageable in size, with an appropriate range of services which recognize the individual needs of offenders. - 1 - Fast Facts Address: P.O. Box 100 Route1A South Walpole, MA 02071 Telephone: (508) 668-2100 Superintendent: Ronald Duval Security Level: Maximum Opened: 1956 Capacity: 639 Avg. Population: 812 % of Capacity: 117% No. of Employees: 580 auth.l496 filled Training Hours: 31,815 (18 months) Expenditures: 20,176,813 Top: Main entrance to Cedar Junction. From Left Clockwise: Inmates join their instructor at the chalkboard; Correc­ tions Officers monitor Inner Control; activity in a main corridor; a Correction Officer main- tains security within the new Department Disciplinary Unit (DDU) . - 4 - Receiving all male state prison of the prison, and legislative action commitments with a court-ordered sen­ resulted in the renaming the facility tencing guideline , MCI-Cedar Junc­ MCI-Cedar Junction - an old railroad L~ tion is the only maximum security station in the town. prison for male offenders in the Com­ MCI -Cedar Junction Treatment monwealth of Massachusetts. MCI­ Services offers its inmates the oppor­ Cedar Junction also houses the De­ tunity to take part in rehabilitation and ~o partment of Correction Segregation treatment programs. They include 1 Unit, and the new Departmental Disci­ mental health , educational, and sub­ 0 pli nary Unit, or DDU. stance abuse programs , as well as In the early 1950's, Department of instruction in personal medical care. --10 Correction officials recognized the The inmates also have the opportunity need to replace the antiquated to become involved in employment Om Charlestown Prison , and the construc­ programs while at MCI -Cedar Junc­ tion of MCI-Walpole began. Work on tion. The majority of these jobs are in the maximum security penitentiary was Industries , a correctional program completed in 1955, with the new prison designed to create inmate employ­ z~ officially opened less than a year later. ment. The Industries Program at MCI­ The original perimeter consisted of a Cedar Junction is involved in the manu­ wall with eight observation towers , with facture of motor vehicle license plates AJ an additional tower recently con ­ and validation stickers, brush assem­ structed for the new DDU . The wall is bly, sewing , and silk screening. In­ twenty feet high , with four strands of mates wages usually begin at $.50 per el ectrical wire along the top . In .the hour. This program enables inmates mi d-1 980's, the townspeople of to develop employable work skills, Walpole sought a change in the name which is the ultimate goal. rrhe climate at MCI-Cedar Junction is by its very nature hostile, and one where a spontaneous act can become a catalyst to related incidents. Given the restricted number of placement options available in Massachusetts, MCI-Cedar Junction has recently implemented new safety and security measures in order to maintain a safe and stable prison environment. The Phase Approach to placement is an important effort and is designed to increase an inmate's privileges and responsibilities as that inmate moves through the phases. Phase III inmates have the least amount of privileges, but as they demonstrate satisfactory adjustment, they move to Phase II and see a com­ mensurate increase in privileges. Here, inmates are afforded more out of cell and out of block time. In Phase I, inmates have the most privileges, and take part in a wide range of programming opportunities. There does not appear to be a significant increase in new commitments during the year, although it should be noted that they have increased by nearly 65% over the last five years. The population rose with the opening of the Department Disciplinary Unit (designed and established to serve as a punishment for serious disciplinary offenders throughout the Department of Correction) by 121 beds over the period. Recent inmate concern over transfers has also resulted in an ongoing effort to increase the level of communication during pre-classification interviews and classification hearings. There is good news to report regarding the Workers Compensation Program . A more 'hands-on' approach to case management has resulted in a decrease in long-term cases, and a savings of $2 50,000 per year. A new Key Control Policy was also started, with fu ll compliance targeted for the end of 1993. An AIDS Education Program taught by inmates has been very suc­ cessful, as has an on-site college training program for staff offered through Massasoit Commu­ nity College. There is an average of ten employees per class, and preparations for a fo urth se­ mester are underway. Several other Management Objectives established at the start of Fiscal Year 1993 have been completed. They include the development and implementation of a Special Mental Health Unit, review and revision of all existing security inspection poliCies to ensure compliance with DOC policy changes, and sound management of budget allocations and overtime costs. All of these, combined with new safety and security measures, will result in a safer and more stable environ­ ~~ ment for staff and inmates during the upcoming year. Ronald Duval, Su perintendent - 5 - Fast Facts Address: P.O. Box 9007 Western Ave Framingham, MA 01701 Telephone: (508) 875-5258 Superintendent: Kathleen Dennehy Security Level: MaximumlMediumlPre-ReI. Opened: 1877 (as Reformatory Prison for Women) Capacity: 597 A vg. Population: 487 % of Capacity: 82% No. Employees: 388 auth.l301 filled Training Hours: 17,993 Expenditures: $12,608,294 Top Left: An inmate studies within her cell. From right clockwise: Correction Officers return from a fire drill ; inmate workers stock canteen shelves; the main entrance to MCl-Framingham ; an EMSA nurse dispenses medication. - 6 - MCI-Framingham is a medium se­ The Pre-Release component of curity correctional facility for female MCI -Framingham is called Hodder offenders, located twenty-two miles House, a thirty-five bed community­ west of Boston. MCI-Framingham is based facility located approximately the Massachusetts Department of 114 of a mile outside the perimeter of Correction 's on ly comm itti ng institu ­ the main buildings. As a Pre-Release ti on for female offenders, and is also Center, the goal of Hodder House is to noted as the oldest female correc­ facilitate community reintegration tional institution in operation in the through employment and program­ United States . MCI -Fram ingham ming. houses women at various classifica­ In addition to meeting the security tion levels, including sentenced and needs of a medium security facility, awaiting trial inmates, as well as fe­ MCI-Framingham provides numerous male offenders and civil commitments program and treatment opportunities with psychological and psychiatric including mental health , medical, sub­ needs. The compound consists offour stance abuse, and family services, as housing un its , plus a two-story, 100 well as educational , vocational, library, bed modular housing unit. Also situ ­ religious , recreation , and community ated with in the compound is a Health service programs. To this end, the Services Unit and the Old Administra­ female offender can access and uti­ ti on Buildi ng. The newly constructed lize programs at MCI-Framingham, Betty Cole Smith Building includes transfer to lower custody institutions Inmate Visiting and Admissions Pro­ through the classification process , and cessing Areas, the Awaitin g Trial and make the reintegrative transition back Close Custody Un its , and other ad­ into the community. ministrative offices . % r-Framingham has undergone a significant transition and has seen many important changes take place over the period leading up to and during the fiscal year. Since being appOinted as Superintendent in December of 1991, many other administrative leadership posts changed hands, resulting in the assembly of a highly motivated and successful management team at our facility. One change which has brought much positive reaction and satisfaction has come with the easing of overcrowded conditions here. In 1991, MCI-Framingham was listed as being 267% over design capacity. With the opening of the Smith Building's