NEW MEXICO CORRECTIONS DEPARTMENT STRATEGIC PLAN (August 2005)

Transcription

1 NEW MEXICO CORRECTIONS DEPARTMENT STRATEGIC PLAN (August 2005) VISION The New Mexico Corrections Department (NMCD) commits to public safety by operating a professional corrections system that provides programs for habilitation and rehabilitation whereby offenders have opportunities to return as productive members of society. MISSION The New Mexico Corrections Department (NMCD) will provide a balanced system approach to corrections from incarceration to community-based supervision with training, education, programs and services that provide opportunities for offenders to transition to communities. DEPARTMENT GOALS AND OBJECTIVES The Goals and Objectives for the Department are discussed below. They are supported by six performance-based budget programs and more specifically defined objectives and strategies that begin on page 13 of this Strategic Plan. Goal 1. Balanced System Approach for All Offenders Provide alternatives to incarceration through a continuum of supervision-- from inmates in prison to parolees and probationers under community supervision. Objectives Inmates Place offenders in the most cost-efficient and effective custody or level of supervision. Designate security as the number one priority in both the public and private prisons. Recruit, hire, train and retain skilled, competent and dedicated correctional officers.

2 Provide effective programs and services, including medical, mental health, addictions, education and employment training, and faith-based programs for inmates. Adequately screen and evaluate inmates, at the time of entry into NMCD and throughout their incarceration, to ensure each individual receives appropriate programs and services. Prepare inmates for release and provide opportunities to successfully return to the community. Probationers and Parolees Provide enhanced programs and services for offenders assigned to probation and parole supervision. Enhance probation and parole community policing efforts in cooperation with law enforcement entities, and with community-based programs, in order to identify and effectively supervise high risk/high needs offenders to reduce recidivism. Goal 2. Population Control Objectives Manage the offender population within the staff, budget and facilities resources provided to NMCD. Effectively use NMCD policies and practices to manage offender population growth so, to the extent possible, prison construction is minimized. Optimize prison bed capacity and community programs to accommodate the offender population growth. Goal 3. Comprehensive Approach to Female Offenders Objectives Prioritize female offender programs and services in prison and under community supervision. Provide programs and services that meet the unique needs of the female population

3 Goal 4. Lower the Cost of Corrections Objectives Require budget accountability from Directors, Wardens, Region Managers, Budget Managers, and Program Managers. Expand the use of facilities management initiatives and technological resources to lower operating costs. Goal 5. Reduce Exposure to Litigation Federal and State Courts Objectives Meet constitutional requirements and federal and state regulations in policy and in practice. Comply with policies and ensure staff familiarity and implementation. Improve policy development and review through Central Office oversight and restructure policies appropriately. Apply fair, non-discriminatory personnel policies and practices. Adhere to the philosophy and practices of the American Correctional Association established by the Joint Commission on Accreditation. Goal 6. Enhance Public Relations and Education Efforts Objectives Educate the public and media regarding corrections public policy issues and operations and the benefits of controlling the cost of corrections: more funding for education and other areas of the government. Educate the public and media regarding the need for increased community-based programs to support the balanced system approach and to increase the opportunities for offenders to succeed in the community through the use of half-way houses, residential treatment beds, training and support services, and community-based medical and mental health services

4 Coordinate and work with law enforcement agencies in the community. Critical Issues Facing Corrections in New Mexico The Department does not control the number of offenders sentenced and committed to the system. The Judiciary controls the number of offenders sentenced to the Department s custody and supervision. The special needs of the offenders must also be addressed within constitutional standards. The Department s responsibilities are to: Incarcerate those individuals sentenced to prison; Provide parole supervision and services to the growing number of offenders released from prison as defined by law; and Supervise the growing number of offenders placed on probation who are not a part of the prison system The growth of the offender population, combined with limited bed space and prison overcrowding, is resulting in more high-risk offenders, with continuing needs for program and service support, being released on probation and parole. The Legislature also continues to enhance New Mexico s criminal justice system with additional judgeships, assistant district attorneys, law enforcement personnel and stricter laws that directly increase the Department s offender population and caseloads. The information that follows illustrates the current trends. Current Prison Population As of June 30, 2005, the Department had 20,235 offenders under its jurisdiction as follows: Prison: 5,959 males and 636 females for a total population of 6,595. Probation and parole: 13,640 offenders (June 28, 2005)

5 Comparison of Inmates, Parolees, Probationers, and Drug Court Offenders Drug Court 1% Inmates 33% Probationers 54% Parolees 12% Offender Population Growth and Prison Overcrowding The Department is facing a critical situation due to offender population growth resulting in prisons exceeding their designated capacities and prison overcrowding. As a result, the Department is now out of bed space. The primary causes of this overcrowding are longer prison sentences due to enhanced penalties and the lack of substantial increases in prison bed space over the last several years. The Department currently houses over 6,500 offenders in both state and private institutions and the inmate population grew at a rate of 3.8 percent from 2004 to Most alarming is the year-end female population increased 8.7 percent over the past fiscal year. National consultant, JFA Associates, LLC, estimates New Mexico s total inmate population will grow at a rate of 5.7 percent from 2005 to 2006 and is projected to grow at an average rate of 2.9 percent from 2005 to With the current rate of growth, the estimates show that New Mexico will have an offender population of 8,000 by the year The largest offense group for new charges admitted in 2005 was males admitted for a DWI charge, 13.6 percent of all new commitments. This offense group averaged the lowest maximum sentence among males, 27.4 months. The following information is important to understanding the current status of the offender population in New Mexico. Current Prison Facilities and Operational Capacities The type of public prison facilities built in New Mexico continues to have a significant impact on the Department s operations. The facilities are relatively small, with living units that house a small number of inmates. The typical pod in New Mexico holds 16 cells and a typical housing unit holds 48 cells. This directly relates to the number of staff needed for supervision and to the overall cost of operation

6 Offenders sentenced by the courts are incarcerated in the institutions shown below. Capacities, as of June 30, 2005, are also listed and include special management and disciplinary management units: New Mexico Corrections Department Facility Capacities as of June 30, 2005 Publicly Operated Facilities Location Capacity Penitentiary of New Mexico (PNM) Santa Fe 906 Southern New Mexico Correctional Facility (SNMCF) Las Cruces 810 Central New Mexico Correctional Facility (CNMCF) Los Lunas 1,395 Western New Mexico Correctional Facility (WNMCF) Grants 428 Roswell Correctional Center (RCC) Hagerman 340 Privately Operated Facilities Location Capacity Lea County Correctional Facility (LCCF) Hobbs 1,248 Guadalupe County Correctional Facility (GCCF) Santa Rosa 601 Torrance County Correctional Facility (TCDF) Estancia 213 Santa Fe County Detention Center (SFCDF) Santa Fe 144 New Mexico Women's Correctional Facility (NMWCF) Grants 611 The trends in the inmate average daily population for the last five-year period are shown in the tables below: FY Ending June 30 Male and Female Inmate Population - 5 Year Summary Male Female Facility Capacity ADP* ADP % change June 30 amount Facility Capacity ADP* ADP % change June 30 amount 2001 Actual 5,315 4, % 5, % Actual 5,315 5, % 5, % Actual 5,799 5, % 5, % Actual 5,967 5, % 5, % Actual 6,079 5, % 5, % Est. 6,245 6, % 6, % Est. 6,245 6, % 6, % 729 *ADP - Average Daily Population FY Ending June 30 Comparison of Inmate Growth - 5 Year Summary Male % growth Female % growth Combined % growth 2000 Actual 4, % % 5, % 2001 Actual 5, % % 5, % - 6 -

7 2002 Actual 5, % % 5, % 2003 Actual 5, % % 6, % 2004 Actual 5, % % 6, % 2005 Actual 5, % % 6, % 2006 Est. 6, % % 6, % 2007 Est. 6, % % 7, % Type of Inmates The type of criminal sentenced to the Department also has a significant impact on costs and management options. Criminals sent to the Department for probation, incarceration or parole range from offenders who are non-violent and relatively easy to manage, to offenders who are seriously mentally ill, severely medically impacted and/or violent and dangerous. The type of inmates incarcerated in New Mexico by offense type compared to United States estimates are as follows: Inmates by Offense United States New Mexico Violent* 47% 51% Property** 23% 19% Drug 22% 18% Other 9% 12% *Violent Crime includes: murder, manslaughter, rape robbery, assault, and other sex crimes. **Property Crime includes: burglary, larceny, fraud, theft, and receiving stolen goods. Males admitted into the prison system for a DWI charge was the largest offense group for new charges admitted in This offense group averaged the lowest maximum sentence among sentence among males, 27.4 months. Male serious violent offenders averaged the highest maximum sentence, months (or 10.6 years). Among female new commitments, serious offenders averaged the longest maximum sentence (60 months) while non-violent offenders averaged the shortest maximum sentence (11.7 months). Community Corrections Probation and Parole services are provided through a network of five regional offices located in Santa Fe, Albuquerque (2), Roswell, and Las Cruces. Within the regions, NMCD operates 42 local probation and parole offices statewide. As the criminal justice system receives funding for more police officers, prosecutors and judges, the number of offenders the Department must manage increases. Since the prisons facilities are now at capacity, the courts are often shifting the responsibility of monitoring offenders to the - 7 -

8 Probation and Parole Division. During the past two years, probation and parole cases have increased 24 percent. The following information illustrates the trends: FY Ending June 30 Probation and Parole Clients - 5 Year Summary Parole % growth Probation % growth Drug Court % growth Probation / Parole Total % growth 2000 Actual 1,664 N/A 8,920 N/A 160 N/A 10,744 N/A 2001 Actual 1, % 9, % % 10, % 2002 Actual 1, % 8, % % 10, % 2003 Actual 1, % 9, % % 11, % 2004 Actual 2, % 10, % % 12, % 2005 Actual 2, % 10, % % 13, % 2006 Est. 2, % 11, % % 14, % 2007 Est. 2, % 11, % % 15, % To cope with this workload challenge, a majority of cases have been reclassified to lower levels of supervision, including intensive supervision cases which have been dropped to traditional levels of supervision. Only Albuquerque now has an Intensive Supervision program. However, the difficult working conditions and low pay (experienced officers are moving to federal and local probation agencies for higher pay) have resulted in an officer turnover rate of over 30 percent each year and a less experienced work force. More than half of the current staff has less than two years of experience. To keep up with the current caseload growth rate and maintain adequate supervision, 14 intensive supervision positions that had been converted to traditional supervision should be re-established; 20 specialized sex offender officers are needed; and 28 traditional probation and parole officers are required. Lower the Cost of Corrections Highlights of Department Operations and Initiatives A $6.9 million deficit was projected for FY 04 when the Department implemented a budget balancing plan. FY04 was only the second time in the last ten fiscal years the Department did not receive a supplemental appropriation to balance its budget. For FY05, a $12 million deficit was projected. A budget balancing plan again resulted in managing operations without a supplemental budget request. Some of the most significant cost savings are as follows: The medical services contract negotiated with Wexford Health Sources resulted in a reduction of FY05 expenses by $1.8 million. Over the next three years, the Department will avoid an additional $5.2 million in costs. The TeleMedicine health care delivery system is projected to save approximately $1 million per year. The approach has improved access to care, quality of care, reduced - 8 -

9 costs, and contributed to public safety by reducing the need to transport inmates to community facilities in order to receive care. Further, the changes made in purchasing procedures for pharmaceuticals have saved an estimated $600,000 to date. Over $100,000 in natural gas expenses were saved in FY05 by negotiating a more costeffective purchase pricing strategy. Renegotiation of the Save Smart food services contract saved $1.4 million in FY05. Successful legal efforts also saved New Mexico from spending more on corrections. The Ayers Settlement Agreement successfully concluded with two independent audits. The Court monitor found the Department to be in substantial compliance with all of the requirements. The delivery of mental health services in the maximum security facilities is no longer before the Court. The Department prevailed in the challenge to the conditions of confinement in administrative segregation/maximum security. Dismissals were successful in all 45 inmate pro se civil suits during the year. A favorable settlement was negotiated with the U.S. Department of Labor on overtime claims by probation and parole officers. The Department prevailed in a claim that NMCD was responsible for housing probation violators in the local county jails and paying these costs. Inmate Management and Control The classification system is used effectively to place inmates in the most cost-effective custody or level of supervision. On a daily basis, vacant beds are identified and transfers made. To further manage the population, the opportunities for inmates to earn lump sum awards have increased and the procedures for restoring good time were changed. The Sanctioned Parole Violator Unit (SPVU) continues to help address population control. This unit temporary houses technical parole violators for up to 90 days based on approval of the Parole Board. Sanctions are imposed by the Probation and Parole Division. Once the sanction time is successfully served, the technical parole violator returns to the community on parole. In FY05, those in the SPVU spent an average of days in prison. An automated Parole Plan Tracking System was developed to reduce the number of inmates who may become in-house parole. The system identifies inmates that are 180 days from release. This system accelerates the parole process and identifies hard to place inmates for special attention

10 The Recidivism Task Force developed formal definitions for recidivism and recidivism rate. This includes new admission and release codes and legal status. A new automated system now tracks the status of inmates based on the new codes. Statistics on recidivism are now collected for a 12, 24 and 36 month period. During the last year, all private contract facilities were audited for contract compliance: Lea County Correctional Facility (Hobbs), Guadalupe County Correctional Facility (Santa Rosa), New Mexico Women s Correctional Facility (Grants), Santa Fe County Detention Center (Santa Fe) and Torrance County Detention Center (Estancia). Each facility was required to develop a corrective action plan for deficiencies. The NMCD Central Office received accreditation by the American Correctional Association (ACA) with a score of 100% compliance with standards for the administration of correctional agencies. Inmate Programming Health Services Certification and accreditation standards have been made a priority. All sites have now passed ACA accreditation standards. All state facilities are National Commission for Correctional Health Care (NCCHC) accredited and all private facilities will meet these standards by the end of Quarterly audits of contract medical services are now showing a compliance rate of 88.5%. Guadalupe County Correctional Facility is also now certified. Some of the most significant accomplishments in the health services area are as follows: All medical records are standardized and under the control of the Department. NMCD is seeking to implement a state-of-the-art electronic medical records system. The Dialysis Unit is now complete and a contract in place for dialysis services that provides all equipment, staff and nephrologists to oversee the operations. Cost savings are being realized from reduced transportation and custody coverage. CAT/MRI portable equipment now allows elective procedures onsite. This also results in cost savings since the transportation of inmates no longer requires paying overtime transport costs. The Department has developed and implemented a state-of-the-art computerized laboratory system with SED Labs. In partnership with the University of New Mexico Health Sciences Center, a Hepatitis C education and training network was established that sets the statewide community standard for treatment. The network occurs on a weekly basis. The DOH southern clinics, Indian Health Services and clinics in Espanola, northern New Mexico and several other sites are also

11 participants. This allows the Department to begin treatment and, once patients are discharged, they can continue treatment in the community. Agreements are in place for two Department of Health (DOH) infectious disease specialists to oversee Hepatitis C patient treatment. The DOH pharmacy provides the medications at 65% below the average wholesale price. The Department is working with the UNM Health Sciences Center to implement a computerized Hepatitis C tracking system for the care and management of Hepatitis C patients. This is likely the only system of this nature within corrections in the US. The Department is also working with the UNM Health Sciences Center on two other initiatives: The UNM School of Pharmacy will be providing pharmacy services to NMCD. The use of pharmacy students throughout the correctional facilities will improve pharmacy oversight issues and patient care. In cooperation with Wexford Health Sources, student mid-level providers and nursing students will begin rotations in the NMCD facilities to provide improved services and to increase the recruiting capabilities for nurses and mid-level providers within NMCD. Substance Abuse Programs All new admissions now receive standardized substance abuse assessments. The DWI unit has been expanded to 100 beds. Inmates that earn and receive incentive lump sum good time awards must have completed treatment and 100 hours of outpatient services. Female Offender Programs An Office of Female Offender Services focuses on providing a gender responsive environment for education, career counseling, vocational training and life skills. Oversight is provided for the community-based La Entrada residential program for female parolees and their children. A new program on opportunities for women for effective reentry has 316 participants. The family literacy programs at the NM Women s Correctional Facility were expanded and a 24-station college level distance-learning lab is now available. The Department is also pursuing federal grants to implement systemic changes in intake procedures and transition planning. Sex Offender Program The Department participates on the Sex Offender Management Board. In 2005, legislation passed to make New Mexico s sex offender s registration laws comparable to the federal standard. This will result in New Mexico receiving $300, ,000 in federal dollars each year to increase safety in local communities. The Sex Offender Program increased residential beds from 54 to 224 to begin offering treatment to Level III offenders. The previous program only treated Level II offenders. There is now a broader scope of treatment, including substance abuse counseling. Five major experts of national

12 prominence were brought in to train the Department s mental health staff. This is now a state-ofthe-art treatment program modeled on best practices. Corrections Training Academy In April 2005, the Corrections Training Academy was reaccredited by the American Correctional Association (ACA) with a score of 100% compliance. Through accreditation, an agency is able to maintain a balance between protecting the public and providing an environment that safeguards the life, health and safety of staff and offenders. To aid in training correctional officers, a mentoring program was implemented at all facilities. A distance learning program with the Santa Fe Community College has also been implemented at the Training Academy. Education Programs Project SOAR (Success for Offenders After Release), a joint program with the Department of Labor, identifies inmates with a high interest and willingness to turn their lives around. Special programs, including job placement, are designed for inmates to maximize their potential for success upon release. In FY 05, significant accomplishments were made in the program: A 28% recidivism rate, or less, was maintained for offenders completing the program. An 81% employment rate was verified for offenders released from the program. Program enrollment increased by 250% to 835 participants as of June Ten (10) staff members were trained in a new cognitive education program. Education programs have significant results and large increases in the number of students served. As of June 2005, 244 inmates received their high school equivalency diploma (GED), a 41% increase over the 143 inmates who received GED s in As of June 2005, 3,286 students were enrolled in Adult Basic Education, an increase of 30% over the 2,304 students in According to standardized test measurements, 981 students gained at least one educational functioning level. Growth is also evident in the participation in post-secondary educational opportunities to earn college credit and degrees. In , a total of 1,161 college classes were taken through Eastern New Mexico University (ENMU) in Roswell and ENMU in Portales. NMCD education

13 staff was also certified to administer exams for the Education Testing Service College-Level Examination Program. Education program opportunities continue to expand. A distance education/post-secondary program was established with Eastern New Mexico University-Roswell at Level I and Level II facilities including the New Mexico Women s Correctional Facility. 161 new inmate tutors received ProLiteracy America national tutor certification. There are 13 computer learning labs with state-of-the-art PLATO computer-based learning software. Seven labs are in development. Vocational programs were standardized statewide and 12 new programs added. A new pre-release curriculum from the National Institute of Corrections was adopted throughout the system. Community Offender Management Through efforts to reorganize and streamline the Community Corrections programs, 17 new probation and parole officer positions were created and assigned to communities throughout the state. The Albuquerque Probation Parole office led a cooperative effort to supervise sex offenders in a metropolitan community. The Bernalillo County Sheriff s sex offender unit, the sex offender registration program and local sex offender therapists join in monitoring cases. The Global Positioning Satellite (GPS) tracking units monitor the offenders. Sex offenders now report to a facility away from residential areas and from areas where children congregate. A request for proposal process is being used to secure improved GPS tracking services. Probation and parole officers use the graduated sanctions process. Offenders receive jail sanctions, up to three times, for technical violations in lieu of prison. Over 400 probationers were rewarded with early discharges. This reduced caseloads statewide. The number of technical only parole violations has been significantly reduced to less than ten each month. As of June 2005, the number of vacant probation and parole officer positions was a down from a high of 63 vacancies to 20 vacant positions. This resulted in more manageable case loads for officers. A new Risk Assessment tool developed by Dr. James Austin reduces the incidents of over-classifying probationers and parolees and will also reduce the workload. Corrections Industries

14 The Department has 13 programs operating in eight facilities throughout the state and averages 400 inmates participating in the programs. Eight private sector certification programs are planned in regional locations throughout the state. STRATEGIC SUMMARY FOR PERFORMANCE-BASED BUDGETING Performance-based Budget Programs The Corrections Department operations are grouped into six major programs: 1. Inmate Management and Control 2. Inmate Programming 3. Corrections Industries 4. Community Offender Management 5. Community Corrections Program 6. Program Support The six programs, with supporting objectives and strategies, address the Department s Goals and Objectives shown on pages 1-3 of this Strategic Plan. The following description of the purposes of each program, and the performance measures and targets, are those reflected in the General Appropriation Act (GAA) enacted by the Legislature in PROGRAM 1. Inmate Management and Control (IMC) General Appropriation Act The purpose of the inmate management and control program is to incarcerate in a humane, professionally sound manner offenders sentenced to prison and to provide safe prison operations. This includes quality hiring and in-service training of correctional officers, protecting the public from escape risks and protecting prison staff, contractors and inmates from violence exposure to the extent possible within budgetary resources. Performance Measures and Targets for FY06 Percent turnover of correctional officers 15%. Percent of female offenders successfully released in accordance with their scheduled release date 95% Percent of inmates testing positive or refusing the random monthly drug test -- <=5% Graduation rate of correctional officer cadets from the corrections department training academy 78%

15 Number of cadets entering corrections department training academy 200 Percent of participants in the residential program for women dually diagnosed with mental illness and substance abuse issues and women dually diagnosed who have children 85% Daily cost per inmate, in dollars--$88.27 Objective #IMC-1: To place offenders in the most cost efficient and effective custody or supervision situation. Strategy 1: Use the automated classification variable for prisoner risk assessment for custody and programming for both violent and non-violent offenders. 1. Finalize and validate the needs assessment procedures for the following: Mental health severity Physical health Substance abuse Occupational skills Education Life skills 2. Use the gender specific female classification instrument for female offenders to meet contemporary correctional industry standards. 3. Use the classification system to assess inmate population demographics, including security and special needs; and place inmates in the appropriate facility based on their custody level. 4. Determine program resources needed to match to inmate demographics. 5. Maximize the use of bed space at State-operated facilities. 6. Request resources through the budget process. Strategy 2: Expand prison bed capacity and community programs to accommodate the offender population growth

16 1. Evaluate the alternatives of new public facility construction and expanded use of private facilities. 2. Make recommendations to the Executive and Legislative branches on modifications of prison bed space, or other programs, to accommodate the characteristics of the inmate population. 3. Develop and initiate inter-governmental agreements for expansion of offender beds. Strategy 3: Provide housing and services for inmates in private prisons in New Mexico. 1. Determine the type of inmate to be effectively housed at private facilities. 2. Determine the type of security, programs and costs required to serve the inmate population. 3. Assure quality medical and mental health services are delivered as required. 4. Assure inmates receive appropriate clothing, food and other basic services. 5. Assure staff and travel resources are adequate to maintain the comprehensive contract compliance and enforcement program at the private prisons. Objective #IMC-2: Manage the offender population within the staff, budget and facilities resources provided to NMCD. Strategy 1: Study and modify the NMCD population projections. Strategy 2: Effectively use NMCD policies and practices to manage offender population growth so, to the extent possible, prison construction is minimized. 1. Use the new definition for recidivism/recidivism rate, including the new admission and release codes and legal status to track the status of inmates based on the new codes. 2. Enhance effective programming to reduce recidivism

17 3. Prepare and track the statistics on recidivism for a 12, 24 and 36 month period. 4. Conduct a 3-year study on recidivism trends. 5. Use community risk assessment procedures. 6. Implement a NMCD review and oversight of parole policies and practices, including parole violations resulting in revocation recommendations to the Parole Board. 7. Review and implement NMCD policy changes for those areas that have an effect on the length of time served, such as good-time forfeiture and restoration. 8. Effectively use the Sanctioned Technical Parole Violators Unit. 9. Implement a detailed comprehensive discharge plan for both male and female offenders so they are less likely to return to prison. 10. Consider activating the Population Control Commission as needed to address issues of overcrowding. Strategy 3: Expand the effective implementation of Good Time awards. 1. Continue to develop a master list of programs eligible for Lump Sum Awards (LSAs) and the time period to be granted for each in order to increase the opportunities to earn LSAs. 2. Assure a population control manager is actively involved in the awards process. 3. Assure LSAs are made and the processing of awards is timely. 4. Award good time to medical care cases. 5. Review NMCD policies to consider maximizing the awarding of lump sum good time awards for completion of rehabilitation programs. 6. Use the CMIS automated reporting system to identify inmates who qualify for good time restoration. 7. Assure that forfeited good time is restored to eligible offenders timely. 8. Assess the feasibility of re-entry drug courts by collaborating with the Judiciary to allow an inmate to be released up to 18 months early through a judge s order

18 Strategy 4: Encourage Legislative review of existing sentencing laws and seek legislation to reintroduce indeterminate sentencing or discretionary parole. 1. Participate in the review of existing sentencing laws. 2. Support legislation to reduce the prison population. 3. Propose legislation to increase the use of good time that can be earned by nonviolent parole violators. 4. Prepare recommendations for the Sentencing Commission. 5. Propose legislation to allow lump sum recommendations, forfeitures and restoration of good time of 90 days or less to be approved at the warden s level. Objective #IMC-3: To prioritize security in both the public and private prisons. Strategy 1: Maintain effective security procedures in all institutions. 1. Security auditing program. 2. Telephone monitoring intelligence. 3. Contraband control and monitoring. 4. Drug introduction control. 5. Inmate violence management programs. 6. Gang identification, validation and control. 7. Shakedown programs at each institution. 8. Post order compliance. 9. Security technology enhancement. 10. Individual institution preventive maintenance plans. Strategy 2: Maintain a program to control and/or reduce disruptive inmate behavior. 1. Operate Level V and VI at the Special Control Facilities (PNM-North and South and CNMCF), and closely control units where this type of inmate is housed in a manner that rewards compliance with institutional rules and inmate program assignments

19 2. Maintain an operational plan for removing and progressively reinstating inmate privileges based on inmate behavior. 3. Maintain a cognitive education curriculum to prepare inmates to function in a less restrictive setting. 4. Require inmates to exhibit appropriate behavior and participate in programs assigned by the classification committee before being released from their unit. 5. Effectively control inmate gang activities. Objective #IMC-4: To develop and implement comprehensive Emergency Preparedness and Use of Force systems and plans. Strategy 1: Maintain a program to ensure NMCD staff proactively responds to emergencies in a manner that is safe and effective for the staff, inmates and the community. 1. CERT Academy. 2. Hostage Negotiator Academy. 3. Fugitive Apprehension Team. 4. K-9 Program standardization. 5. Cell extraction standardization. Strategy 2: Assure staff is effectively trained in the following standardized, written emergency preparedness policies and procedures at all NMCD facilities. 1. Maintain the ACA and quality assurance program. 2. Follow a single Emergency Response Plan. 3. Assign an Emergency Preparedness Coordinator at each institution

20 4. Assign a manager at the Central Office for statewide response. 5. Maintain standardized emergency teams and emergency equipment. 6. Train and certify Emergency Preparedness instructors at each institution. 7. Provide 32 hours of emergency training for all supervisors and managers. 8. Provide 16 hours of emergency training for officers and civilian staff. 9. Provide 8 hours of refresher training at each institution yearly. 10. Conduct ongoing drills and exercises. Strategy 3: Maintain standardized Use of Force policies, procedures and practices. 1. Maintain a specific, detailed and realistic written policy to assist front line staff. 2. Distinguish between Planned v. Reactive Use of Force. 3. Train all NMCD staff in Use of Force. Objective #IMC-5: To use the Camino Nuevo facility in Albuquerque to provide greater opportunities for Level I and II female inmates. Strategy 1: Establish the facility by transferring existing NMCD positions and budget and expand the capacity from 96 beds to 192 beds. 1. Identify FTE positions from facilities to use for Camino Nuevo positions. 2. Define budget parameters for the new facility and assign funds to support operational costs. 3. Use construction modifications to provide for increased bed capacity. Strategy 2: Develop programs for female inmates to participate in community work release programs to acquire marketable job skills for a smoother transition when they return to their communities

21 Objective #IMC-6: To provide comprehensive and appropriate medical services and meet nationally recognized health care standards and practices. Strategy 1: Provide medical care that reflects contemporary national standards, monitor the medical care provided under the medical contract, and maintain a continuous quality assurance program to assure health care providers are compliant in delivery of all health care services. 1. Ensure that inmates are provided with information on availability and how to access health services. Such information will be provided orally and in writing during orientation. 2. Identify inmates with chronic medical problems and maintain regular chronic clinics to ensure they are provided with continuous care appropriate for their condition. 3. Maintain a system that identifies and treats emergencies quickly and effectively both on and off site, dependent on the nature of the emergency. 4. Provide a formal program to treat and manage inmates with communicable diseases and prevent transmission to staff and other inmates. 5. Provide appropriate health care training for all correctional staff. 6. Provide continuing education opportunities for professional health care providers. 7. Establish education programs to encourage offenders to participate in their own health maintenance and to understand and observe practices that prevent the spread of communicable disease. 8. Develop and implement an electronic medical records system for documentation of care and appropriate information sharing that meets all Health Insurance Portability and Accountability Act (HIPAA) requirements and enables continuity of care and professional accountability. Objective #IMC-7: Seek Legislative and Executive approval for expansion of the Mental Health Treatment Center (MHTC) and Phase II funding for an additional 104 beds. Strategy 1: Work with the Legislature to provide continued funding for expansion to meet the growing needs for mental health care in the inmate population

22 1. Document the mental health conditions and needs of the inmate population and present data to appropriate legislative and executive committees. 2. Network with other State agencies and NCCHC to gain information concerning strategies used to meet inmate medical/mental health needs. 3. Develop and maintain audit and quality assurance tools to monitor the effectiveness of programs. Objective #IMC-8: To provide mental health services in compliance with national standards and consistent with NMCD mental health standards of care. Strategy 1: Operate the Mental Health Treatment Center for inmates in need of in-patient psychiatric and/or intensive outpatient mental health care to address severe mental health issues. Strategy 2: Provide in-patient service assessments in an outside psychiatric hospital if an inmate s mental health needs cannot be met within NMCD resources. Strategy 3: Assure that group psychotherapy capabilities exist within the system, and that individual psychotherapy is provided when clinically indicated. Strategy 4: Coordinate between mental health professionals and psychiatrists for inmates on psychotropic medications. Strategy 5. Deliver required mental health services to inmates in Level V and Level VI custody. Objective #IMC-9: To ensure that inmates in an interim or classification status of Level V/VI are screened for mental illness and disability to determine whether the inmate meets the criteria for admission into the Level V/VI Alternative Placement Area (APA). Strategy 1: Maintain the June 2003 screening protocol on APA screening performed by mental health staff at all facilities. 1. Complete construction at CNMCF and transfer the current APA housing unit from SNMCF. 2. Provide ongoing supervision for mental health staff in implementing the screening and evaluation protocol for determining APA eligibility

23 3. Identify inmates with chronic mental health problems and maintain regular chronic clinics to ensure that patients are provided with continuous care appropriate for their condition. 4. Ensure that inmates discharged from the APA are provided with a treatment plan for appropriate mental health services at their new facility or program. Objective #IMC-10: To provide appropriate substance abuse services for inmates. Strategy 1: Assure initial diagnosis is performed to evaluate the substance abuse condition and history of each inmate to determine if the inmate has a substance dependency and requires treatment, or is a substance abuser that requires psychoeducation model support. Expand specific identification, monitoring and treatment referral for DWI offenders. 1. Monitor the 24-hour RDC intake to ensure appropriate diagnostic information regarding addictions is obtained. 2. Assure all RDC intakes and new TC admissions receive standardized substance abuse assessments with the Texas Christian University Drug Screen validated on correctional populations. Strategy 2: Use the therapeutic community model, Residential Drug Abuse Treatment Program (RDATP) or a similar program, intensive outpatient programming, Level V addictions programming, or outpatient relapse prevention programs to treat inmates with substance dependency, within space and budget constraints. 1. Continue Addiction Services Outpatient Recovery programs in all prisons. 2. Continue involvement with 12-step programs and volunteer services. 3. Maintain a standard curriculum and resource base in all TC programs. 4. Continue to require treatment and out-patient services as a condition for receiving incentive Lump Sum Awards as earned. Strategy 3: Continue with the 100-bed residential treatment program for DWI offenders at the Roswell Correctional Center. Strategy 4: Assist with NMCD initiatives regarding release and population control

24 1. Participate on the discharge planning multi-disciplinary teams at all facilities. 2. Submit sentence reduction information for inmates who have completed programs and are working toward Lump Sum Awards. 3. Support the Re-entry Drug Court Initiative. Strategy 5: Use psycho-education groups to provide inmates who are identified as substance abusers with opportunities for behavior modification. Strategy 6: Work closely with numerous communities around the State to provide frequent Alcohol Anonymous (AA) and Narcotics Anonymous (NA) meetings inside all New Mexico prisons housing NMCD inmates. 1. Work with AA/NA volunteers to expand the volunteer base in all facilities. 2. Standardize the AA/NA volunteer program orientation so volunteers can have a statewide badge to travel and provide services. 3. Hold quarterly meetings with 12-step Hospital and Institution Committee representatives to increase volunteer base. Strategy 7: Continue to implement a continuum of care model that provides for 12-step sponsor relationships where community sponsors are available. Sponsors provide in-depth study opportunities to work the 12 steps on a one-volunteer-to- one-inmate basis to further encourage a lifestyle change and provide a support mechanism for selected inmates. Strategy 8: Work closely with AA/NA representatives to continue to develop Clean Connection (Narcotics Anonymous) and Bridge the Gap (Alcohol Anonymous) programs with NMCD. These approaches work with inmates while in prison to develop community support upon the inmate s release based on the continuum of care model. Strategy 9: Provide referrals, consultation and support for NMCD residential therapeutic treatment programs for selected offenders on probation and parole, inclusive of selected parole violators. 1. Refer TC graduates to community-based TC programs in the continuity-of-care while on parole

25 2. Invite community TC clinical directors to join TC directors at quarterly meetings to increase interaction, coordination and referrals. Strategy 10: Continue to provide consultation and seek to develop appropriate addiction treatment protocols for inmates receiving hepatitis-c treatment. 1. Participate with the Treatment Review Committee on screening inmates for treatment. 2. Provide recommendations for addictions treatment for Hepatitis-C referrals. 3. Conduct TCU drug screenings on medical referrals. 4. Provide pre, ongoing and follow-up treatment for Hepatitis-C inmates requiring substance abuse treatment. Objective # IMC-11: To implement a victim services program to address the needs of crime victims. Strategy 1: Maintain policies and procedures to guide the NMCD Victim Services Program and to clearly identify roles and responsibilities for program implementation. Strategy 2: Continue to provide information, assistance and referrals to crime victims. 1. Provide data considered public information to crime victims about the status of offenders who are incarcerated or under probation/parole supervision. 2. Assist crime victims with their needs during the parole hearing process. 3. Maintain a directory of statewide victim service organizations for victim referrals. Strategy 3: Seek state and federal grant dollars to develop/implement a victim-offender dialogue program. 1. Garner support from the Governor s Office of Victim Advocacy and Governor s Victims Alliance and other service providers. 2. Apply for available grant funding

26 3. Use the National Institute of Justice, professional organizations and state/local technical assistance programs for training needs. Strategy 4: Promote the NMCD victim services program. 1. Use public service announcements to promote the victim services program. 2. Disseminate victim informational brochures statewide to district attorney s offices, probation and parole offices, the centralized offender payment program and victim assistance organizations. 3. Communicate statewide with victim service organizations about NMCD victim services. 4. Perform outreach communication to underserved victim populations. Strategy 5: Provide a victim sensitivity and awareness training curriculum, to include domestic violence and sex offender training, for probation and parole officers and other NMCD staff who interface with victims. Strategy 6: Establish community partnerships with other victim service agencies to promote collaboration among corrections, victim service providers and criminal justice professionals. Strategy 7: program. Continue to seek federal and state funding for the NMCD victim services Objective # IMC-12: To recruit, hire, train and retain skilled, competent and dedicated correctional officers. Strategy 1: Advertise for and recruit Correctional Officers. 1. Job Fair 2. Media 3. Newspaper 4. Department of Labor 5. College 6. Tours/Open House 7. Assign HR to recruit officers 8. Veteran s Affairs to recruit veterans 9. Internet-based employment web pages. 10. Enhanced pay package and benefits with 20 year retirement

27 Strategy 2: Provide basic correctional officer training to result in graduation of Cadets. 1. Provide training in the following areas: Emergency Response Team procedures, equipment, supplies and reading Contraband control and monitoring Drug introduction control Inmate violence management Gang identification, validation and control Shakedown programs 2. Develop and implement Correctional Officer procedures. 3. Conduct Correctional Officer safety & weapons training. 4. Provide Correctional Officer firearms certification. 5. Provide Emergency Preparedness training for correctional officers. Strategy 3: Address ACA accreditation standards requirements for the Training Academy and Central Office. 1. Maintain compliance with the standards and legal requirements. 2. Continually update policies and procedures, training plans, institutional materials and entrance requirements to keep current with changing trends. Strategy 4: Provide ongoing training to correctional officers. 1. Implement mentoring programs at all facilities. 2. Continue distance learning opportunities for officers. Strategy 5: Provide a four-week certification-by-waiver academy. 1. Recruit out-of-state correction officers to New Mexico. 2. Recruit former correction officers to return to NMCD

28 PROGRAM 2. Inmate Programming (IP) General Appropriation Act The purpose of the inmate programming program is to provide motivated inmates the opportunity to participate in appropriate programs and services so they have less propensity toward inmate violence while incarcerated and the opportunity to acquire living skills and links to community support systems that can assist them on release. Performance Measures and Targets for FY06 Recidivism rate of the success for offenders after release program by thirty-six months 40% Number of inmates who successfully complete the general equivalency diploma 143 Average number of inmates enrolled in cognitive education, pre-release planning and literacy skills, per year 700 Percent of reception diagnostic center intake inmates who receive substance abuse screening 99% Annual number of inmates enrolled in adult basic education 1650 Number of inmates enrolled into the success for offenders after release program 500 Objective #IP-1: To provide effective programs and services for inmates in prison. Strategy 1: Use technical assistance from the U.S. Department of Justice, National Institute of Corrections. Strategy 2: Network with other state corrections departments to improve the professional knowledge and understanding of effective programs and service alternatives in other states. 1. Participate in national conferences and meetings on corrections programs. 2. Use the Internet to query national agencies on issues to explore and develop alternative options and solutions