| Janurary/February 2008 News Online |
|
|
|
 |
| Directors' Message: Max and Mitch's To Do List for 2008 |
|
With the start of the new year we want to share with you our priorities for 2008. It’s a long list and we believe this list will improve the already great work you do each day.
· Counselor Caseload Management (CCM) implementation
The CCM was one of the 05-07 biennium strategic initiatives and will be implemented during this biennium. Our goal is to focus the time and effort of our counselors on higher-risk inmates, who will be identified using the Automated Criminal Risk Score (ACRS). This will allow us to increase public safety by using our staff resources in the most effective way possible.
· Open and operate a centralized Inmate Services Unit for all institutions to utilize
As an essential component of the Counselor Caseload Management strategic initiative, the Inmate Services Unit (ISU) has been established by the Operations Division to take over a number of functions previously done by counselors, to enable counselors to target essential services to the inmate population most likely to recidivate. ISU will centralize routine processes common to all institutions: visiting applications, police reports, non-cash incentive programs, mail, legal libraries, grievance systems, Performance Recognition Awards System (PRAS).
· Full implementation of the STM (Security Threat Management) model.
The STM Unit, which is part of the Public Services Division and the Office of the Inspector General, will assist in managing the Department’s high-alert inmates. High-alert inmates are those men and women who present an elevated security threat risk based on their criminal history, institutional conduct history, present behavior, interstate transfer status, escape history or intelligence received. With the adoption of the STM rule, the Unit will help the Department further its mission by holding offenders accountable for their actions, including their actions within the institutions.
· Build on DOC employee wellness strategies.
The Oregon Department of Corrections safety and wellness initiative will promote improvement to current workplace safety, wellness, and return-to-work opportunities for Oregon Department of Corrections employees. The Oregon Department of Corrections will be working closely with outside agencies including the Department of Administrative Services, Public Employees Benefit Board, the State Accident Insurance Fund Corporation, and the Oregon Occupational Safety and Health Division to build resources and support-systems to enhance cultural change.
· Continue the development and refinement of the Office of Population Management.
The Office of Population Management is responsible for proposing Department-wide population management strategies and policy options and assisting with implementation as the Department of Corrections' population needs become increasingly complex. The Office of Population Management focuses current DOC efforts and develops new channels of collaboration to ensure that the department is addressing long-term population needs in the correct locations depending on their individual security, programming, and other needs of the Oregon Accountability Model.
· The Governor’s Re-entry Council (see following article)
The Re-entry Council, is tasked to look across state and local government lines and collaboratively address how we can more effectively and efficiently protect Oregon’s communities by examining how offenders move from institutions and back into society at the conclusion of their sentences. We need to ensure that re-entering offenders are equipped with the tools and the skills to be productive and law-abiding members of our communities. We also need to remove unnecessary obstacles to successful re-entry.
· Budget Issues
As with any state agency we work to ensure that we have a balanced budget. A few of our concerns are: overtime, inmate health care costs, labor agreements and management raises.
· Initiative Petition 40
If IP 40 passes, we will work creatively to implement the measure. IP 40 would set mandatory minimum prison sentences for certain drug and property crimes. It is estimated that the Department would need to house an additional 4,000 – 6,300 inmates by July 2012. This is in addition to the 14,691 inmates projected to be in DOC custody by July 2012. The Department will need an additional $256-$400 million per biennium. Were it to pass, it is likely that new facilities will have to be built and/or we will have to expand our current institutions. We will also have to look at additional options such as housing inmates outside the state and renting local jail beds. We are currently preparing a variety of possible options and contingency plans should IP 40 pass. It will also require us to do additional planning in developing budget scenarios for 2009-2011 biennium.
· Junction City planning and construction.
Based on current population projections, it is now time to start planning for the Department’s next prison construction in Junction City. The new institution will look similar to Deer Ridge Correctional Institution.
· 2009 Legislative Session.
During the 2009 regular session the Department’s priorities will be: the Governor’s Re-entry Council, planning for Junction City, report to the Legislature on deferred maintenance and then start on the next list of maintenance projects.
· Counselor and Treatment Services – improve level of mental health service.
Mental Health Housing: More clearly defined terms for the four tiered housing for mentally ill inmates. Increased MH housing and/or programming beds at CCCF, TRCI, DRCI, and SRCI, along with plans to implement MH housing at OSCI.
Communication and Data Sharing: Increased communication with other sections within DOC, such as participation in weekly OPM meetings, collaboration on the Counselor Caseload Initiative, and the development of designators for including more information about an inmate's behavior and MH needs via the DOC400.
Suicide Prevention: Pilot projects to increase suicide prevention, which includes SHU screening, crisis companions, and suicide risk scores have begun. Furthermore, the multidisciplinary team review of completed suicides has been very successful in identifying areas of strength along with those areas of needed improvement within and between the various sections of an institution.
CTS Staff Development: Increased clinical supervision and training for CTS staff. Management principles and team building training for CTS managers.
Training: Enhanced and consistent training at NEO and Annual in service, along with specialized training for MHI and other SHU officers as well as for correctional counselors.
Programming: Added programming in treating inmates with co-occurring disorders, in assisting high-risk, mentally ill inmates with release planning, and enhancing programming for the mentally ill in DSU and IMU.
Sincerely,
 
Max Williams Mitch Morrow
Director Deputy Director
|
|
|
| The Governor's Re-entry Council |
|
By Jennifer Black, Public Affairs
Over the past several years the Department of Corrections (DOC), like many other states, has seen a sharp growth in our prison population. Of the approximately 13,500 inmates in our custody, 93 percent will someday be released. This translates to the fact that more men and women will re-enter society labeled as an “offender.” When a released inmate re-offends the results are in immeasurable costs to the victim and the additional costs of incarceration (about $92,300 per inmate for an average custody of 39 months).
Inmates face many challenges upon release. It is DOC’s mission to help offenders successfully re-enter society and in doing so, protect the public’s safety.
Governor Kulongoski has made re-entry a priority and he understands that this transition back to our communities is not solely a corrections issue. In May, the Governor created the Re-entry Council. The Council consists of 21 members: directors from many state agencies, Senator Vicki Walker, Representative Kevin Cameron, representatives from the Oregon Association of Community Corrections Directors, the Oregon State Sheriff’s Association, the Oregon District Attorneys Association, the Oregon Criminal Defense Lawyers Association, the Oregon Judicial Department, the Oregon Association of Chiefs of Police, and social service providers that concentrate on offenders’ transition.
The Council will work collaboratively to identify and minimize the barriers that offenders find when transitioning out of incarceration. It is clear both in Oregon and nationally that the barriers to successful re-entry are many and that some extend far beyond the boundaries of the criminal justice system.
An example of one barrier that offenders often face is the lack of a valid identification which is a requirement for looking for a job and finding housing. There is an opportunity for DOC and our community partners to work with DMV to ensure that those transitioning back into society have that necessary ID.
Breaking down the barriers to successful re-entry is no small task. It will require the work of every Council member and the agencies and organizations that they represent. Aiding offenders in their transition is the mission of DOC because it enhances community safety and reduces the risk of future criminal behavior.
|
|
|
| Why Have a Leadership Academy? |
|
By Deputy Director Mitch Morrow
The Department of Corrections continues to evolve as an organization. We have great people, a strong mission and a sound business strategy – the Oregon Accountability Model. Investing in our current and future leaders is critical if we are going to sustain our position as one of the best public safety organizations in the country.
We’ve been down this road before. Why try again? Because we care about the futures of our employees. Deciding to try again was the easy part, deciding on how to spend that investment was the fun part. This time the top leadership of the Department have personally invested their time, ideas and philosophy. Abdicating this responsibility to others was the model of the past, but was not an option even considered this time. Ultimately, we own the outcome and we’re not just talking about it, we’re participating.
Our history as an organization is rich. Any success we share today was built by those who came before and will be sustained by those who follow. I’d like to share a bit about my leadership philosophy. I have had the pleasure during my career to work alongside some of the most dedicated public safety professionals in the country. A single day does not pass without me stepping back to reflect on the incredible debt we owe to our past, present and future employees.
How we treat and interact with each other today is critical to both our current and future success. Choose to mistreat someone and you are choosing to be out of alignment with our organizational values and commitment to our employees. You will also be choosing to negatively impact our future. I will always believe that we need our employees more than I am needed. This simple belief keeps me grounded about what is really important. Mistakes are made by all of us; being a bully or simply mistreating someone is not a mistake, it’s a choice, and a bad choice at that.
Opportunity abounds in this organization and we are looking for the best. What is a leader in my opinion? Who are we looking for? People who are:
- prepared
- who build relationships
- continue to grow professionally
- who take risks
- understand the importance of customer service
- face challenges with dignity
- who take responsibility when things go wrong
- always looking for new ways of doing things
This isn’t easy, but those who prevail are those we want as leaders in this organization.
How do you get there? You don’t automatically acquire these attributes through tenure or because of your current title. Having a resume full of credentials doesn’t get you there either. Hard work, commitment, loyalty, dedication, strong principles and a genuine caring for others begins the long race to becoming someone of positive and lasting influence of others; and can also lead to higher personal confidence, self-fulfillment and to a balanced life. The difficulty lies in the fact you never quite reach the finish line. If you believe you have, then you’ve just taken the first step backwards and this is a slippery slope. No single person has all the answers or the perfect model. Humility should protect you from reaching this point of no return.
The Leadership Academy is one avenue for sharing this message. As we collectively build the organizational synergy necessary for success we are arriving in a place where we can begin to experience a very powerful and fulfilling oneness. The investment we are making in ourselves and our employees is to accomplish this objective, and not something we will hand over to others. We all have a long road to travel, but the Academy has provided us the ability to have the conversation. Beyond that forum, we are relying on your conversations and actions, one interaction at a time.
Sincerely,
Mitch Morrow
Deputy Director
The Director’s Academy is a one-week class for the Department’s management employees. During the course of the week the Director, Deputy Director and all of the Policy Group members teach a segment on their ideas of leadership. Each presenter chooses a book that the class is required to read before the Academy. The goal of the Academy is to have the group think about leadership and discuss their goals for the future.
Policy Group Members
Nathan Allen – Planning & Budget Administrator
Kim Brockamp– Assistant Director of Human Resource
Stan Czerniak– Assistant Director of the Operations Division
John Koreski– Assistant Director of General Services
Ginger Martin – Assistant Director of Transitional Services
Colette S. Peters–Inspector General & Assistant Director of the Public Service Division
|
|
|
| Deer Ridge Correctional Institution Dedication Ceremony |
|
By Jennifer Black, Public Affairs
Snow fell during the dedication of Oregon’s fourteenth prison – Deer Ridge Correctional Institution (DRCI) located in Madras. Approximately 200 people attended the ceremony held in the chapel. Speakers included: Senator Ted Ferrioli, Joe O’Leary, Senior Policy Advisor to Governor Kulongoski, Director Max Williams and DRCI Superintendent Sharon Blacketter.
Dedication Ceremony at Deer Ridge Correctional Institution
The dedication of DRCI has been 11 years in the making, two of that in construction time. With the opening of DRCI the Department is adding the first special treatment program beds in 7,000 beds of construction. At capacity, DRCI will house 1,867 male offenders. 212 of those beds are dedicated to alcohol and drug treatment and mental health treatment. These new beds will allow the Department to provide treatment and programming. This is an opportunity for the DOC to promote public safety by transitioning offenders back into the community with the treatment and programming they need. This furthers our mission of reducing further victimization.
The opening the DRCI’s medium facility has been delayed due to the more moderate growth in the prison population than previously anticipated. This more moderate growth has allowed the Department to open the DRCI in a more cost-effective manner. The medium security facility was projected to start receiving inmates in February of 2008. Instead, the Department will more quickly fill the minimum security facility at DRCI which opened in September of this year. There will not be any loss of jobs relative to the delayed opening. Those who were hired for the medium facility will be assigned to the minimum facility. The Department of Administrative Services Office of Economic Analysis calculates the prison population forecast and publishes the new numbers every six months. In the most recent October forecast, the projected inmate population over the current biennium was reduced by 299 inmates, from the report in April.
|
|
|
| Staff and Inmate Work Crews Lend a Helping Hand in Vernonia |
|
By Jennifer Black, Public Affairs
On December 4, Governor Kulongoski’s office contacted Director Williams for assistance. The small Coast Range town of Vernonia was covered in as much as eight feet of water from the Nehalem River. The 2,200 people who live in Vernonia needed aid and they needed it immediately. The next day, the Department of Corrections (DOC) dispatched staff and over 100 inmates to help remove debris, haul trash and discarded items and generally clean-up Vernonia’s homes, schools, shops and streets. The Federal Emergency Management Association (FEMA) estimates that 250-300 houses were affected by the flood waters. The inmates helped to collect 3,000 tons of garbage and debris from schools, private homes and shops in the town.
Staff and inmates erected a mobile work camp at L.L. “Stub” Stewart State Park, which is south of Vernonia and set up the mobile kitchen in Vernonia. Inmates also assisted in the clean-up during the 1996 floods. The staff and inmates came from Santiam Correctional Institution, Mill Creek Correctional Facility, Columbia River Correctional Institution and South Fork Forest Camp. There were approximately 250 inmates involved in the effort.
Interestingly, it was also DOC inmates who helped in the construction and landscaping of the state park.
In total, DOC staff and inmates worked thousands of hours for the people of Vernonia and other surrounding communities impacted by the December storms. All of their hard work has not gone unnoticed. I traveled to Vernonia on December 14 to act at the Department’s Public Information Officer. Driving into town the only obvious signs of flood damage were the slightly muddy streets. City leaders and the community gathered outside of City Hall to thank each and every inmate and staff member who participated in the clean-up effort. Hugs, hand shakes and words of appreciation were exchanged.
Below is a letter from Roy Brixey, a DOC employee and a resident of Vernonia.
December 21, 2007
Oregon Department of Corrections
2575 Center Street NE
Salem OR, 97301
As many of you are aware, my family was a victim of the recent flooding that took place in Vernonia. Although this has been devastating to our family, we cannot express how much we appreciate the outpouring of support both emotionally and monetarily from everyone in the DOC. My family will forever be in your debt and I personally wish my words could convey the heartfelt thanks for all your help.
I would also like to commend the Department of Corrections staff and the inmate work crews that were in our community assisting individuals, key infrastructure, and schools. These men were a god send. They never stopped working and were more than willing to get down and dirty to get the job done. In my opinion, without the assistance of the inmates the town of Vernonia would be months from starting the recovery process. After the flood, we were cleaning the last of the sub floor and sheet rock out of our house along with all of our neighbors on Grove Street. The crew from SCI/MCCF that was working on our street under the supervision of Officer Easley-Holmes was amazing. They must have been up and down our street at least four times in just one day. These men loaded tons of debris that included families’ memories with compassion and empathy.
As I was around town, people were commenting on how polite and hard working the inmates were. At the Town Hall, City Council, and School Board meetings the staff and inmates received standing ovations for their hard work and professionalism.
Again, the citizens of Vernonia thank all of you for your assistance in overcoming this tragic event of our small town.
Sincerely,
Raymond L. Brixey
Statewide Business Manager
Oregon Department of Corrections
Citizen of Vernonia Oregon
|
|
|
| Inmate Services Unit - Update |
|
By Jennifer Black, Public Affairs
The Counselor Caseload Management strategic initiative was established to rebalance caseload to focus counselor resources on those most at risk of re-offending. After counselor duties were discussed and assessed, those functions that could be centralized were identified. As an essential component of the Counselor Caseload Management strategic initiative, the Inmate Services Unit has been established by the Operations Division to take over a number of functions previously done by counselors, to enable counselors to target essential services to the inmate population most likely to recidivate.
Effective February 1, 2008, Randy Geer was appointed Chief of Inmate Services. Randy has 25 years of DOC expertise working in a variety of areas directly affecting inmates at all institutions. Joining him as Operations Manager of the Inmate Services Unit is Brenda Dennis, who brings ten years DOC experience working as a counselor, in classification, and as a CTS case manager. While retaining coordination of many systems associated with services DOC currently provides to inmates like mail, grievance systems, legal libraries, and non-cash incentives, the unit, when fully operational, will be assuming many other functions including processing of all visiting applications and appeals, visiting list maintenance, responding to inmate requests regarding account balance information and questions regarding accounts, PRAS awards, and canteen issues. The unit will also be responsible for gathering information for inmate true name verification, revisions to emergency contacts, revisions to scars, marks and tattoos, police report gathering and imaging, and universal releases of information.
The unit’s move to their permanent location at OSCI Residence 1 began February 13, 2008. Staff recruitment and training will begin immediately. The unit will begin piloting selected functions at identified institutions approximately April 1, 2008 and expects to be fully operational on July 1, 2008.
Should you have questions, concerns, or condolences you would like to share with the Inmate Services Unit as they prepare to assume these duties, please contact Randy Geer or Brenda Dennis.
|
|
|
| Donkey Basketball at Two Rivers |
|
By Jennifer Black, Public Affairs
The City of Umatilla, Oregon needs a library and what do the employees of Two Rivers Correctional Institution (TRCI) do? They strap on helmets and ride unruly donkeys in a game of Donkey Basketball. TRCI employees played against the Umatilla Volunteer Firefighters, local Police Officers, School District Employees and Alumni Association members. The Umatilla Volunteer Firefighters were the winning team, but a great time was had by all.
The Umatilla community came together to raise money for a new building to house the local public library. Over the last nine years the library has almost tripled the number of books, added 2,000 audio and video materials and added seven computers for public use. Currently, the library is squeezed into a 1,600 square foot building. The new building will be 5,000 square feet and will have study rooms and a community room.
Approximately 10,000 people visit the Umatilla library every year and participate in one of the many classes and activities the library offers as well as borrowing books. The library activities include: a youth summer reading program, story time for children, Head Start support, Special Education Classes and other special programs and parties. If plans remain on track, move-in day for the new building will occur in February 2008.
The Donkey Basketball game raised $1,335 for the Friends of Umatilla Library. The organization is hoping to raise $625,000 toward the construction of the new library.
TRCI organizers and players included: Superintendent Guy Hall, Linda Schutt, Cindy O'Bannon, Dr. Michael Putnam, Lieutenant Cal Harris, Lieutenant Jason Jorgensen, Sergeant Jim Taigaafi, Officer Danny Monahan, Officer Scott Rada, Lavon Starr Meyers, Danielle Fuzi and Cindy Dieter.
Officer Daniel Monahan. DOC's high scorer for the evening.
|
|
|
| Business Continuity Plan |
|
By Jennifer Black, Public Affairs
As a state agency, the Department of Corrections (DOC) does not have the ability to close or fail. As a Department we must assure that all critical business functions and services continue under any and all circumstances. Because of this, DOC is in the process of creating a Business Continuity Plan (BCP) with each division creating a plan for its specific functions.
BCP is the methodology used to create a plan of advance arrangements and procedures enabling DOC to respond to an event and ensure that critical business functions continue with planned levels of interruption or essential change. BCP is different than the Department’s Emergency Response Plans (ERP). ERP is the initial response to any event and is focused on protecting human life and the organization’s assets. The BCP does not replace the Department’s ERP.
The Department’s first step in creating the BCP is to: identify mission critical functions, internal and external dependencies, alternative work sites, response to loss of critical staff, vital records, succession planning and delegation of authority.
DOC mission critical functions have been identified as the following: provide inmate security, promote health and welfare of inmates, ensure staff safety, transition inmates to the community, maintain emergency prevention and preparedness and conduct classification of inmates.
The Department has made planning for the unexpected a priority. Deborah Slater is the Department’s BCP Project Manager. Please contact her with any questions and suggestions.
.
|
|
|
| More News.... |
|
TRCI’s Hospice Program
Congratulations to the TRCI HS and institution staff for being awarded full accreditation for their hospice program. This accomplishment would not have been made possible without the hard work, dedication, and commitment from a variety of institution staff. They received this accreditation from the Oregon Hospice Association. TRCI now joins OSP and CCCF with having accredited hospice programs. Special thanks goes to Shannon Johnston, Nurse Manager, for the leadership role she assumed for this special project and accomplishment. Congratulations to all of you!
Oregon Wellness Cookbook
The Oregon Department of Veterans’ Affairs (DVA) is in the process of compiling recipes for a State Wellness Cookbook. This is yet another way to pursue the Department’s goal of a high standard of wellness by and for our employees. The coordinator for this project will be Sue Shaffer of DVA. Sue’s e-mail address is: Sue.Shaffer@state.or.us. Her phone number is (503) 373-2384. Please submit your recipes to Sue for everything from appetizers to desserts including the calorie count per serving if available. DVA is trying to complete the cookbook early in 2008. Thank you in advance for your support.
DOC Employee Spotlight
The Corrections Newsletter is looking to spotlight employees who are involved in their community. If you would like to nominate someone, please contact Jennifer Black in the Public Affairs Office.
Corrections.
Below are a couple of statements that were incorrect in November’s newsletter.
1. Sgt. Anthony Fenicottero, of Snake River Correctional Institution, is another staff member who served in Iraq and he is also a member of the Department’s Honor Guard.
2. Jana Wilson is no longer the FMLA/OFLA coordinator for the east side of the state. She is now an HR Manager. All FMLA/OFLA issues are handled out of Salem.
|
|
|
| About Corrections News & Notes |
|
|
Oregon DOC News & Notes
Oregon Department of Corrections
Max Williams, Director
Mitch Morrow, Deputy Director
Jennifer Black, Editor
Mitch Morrow, Writer
Receive Oregon DOC News and Notes
at your home e-mail address…
Send a request to:
from your home computer.
The mission of the Oregon Department of Corrections is to
promote public safety by holding offenders accountable for their
actions and reducing the risk of future criminal behavior.
|
|
|
| |
|
|
