Oregon

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Oregon Department of

Correc~tions

Annual Report

July 1, 1991 - June 30, 1992

U.S. Department of Justice National Institute of Justice

144276

This document has been reproduced exactly as received from the person or organization originating it. Points of view or opinions stated in this document are those of the authors and do not necessarily represent the official position or policies of the National Institute of Justice.

Permission to reproduce this copyrighted material has been

graCJi.~on Deparbnent of corrections

to the National Criminal Justice Reference Se/Vice (NCJRS).

Further reproduction outside of the NCJRS system requires permission of the copyright owner.

FrallkA. Hall, Director

Laws for the punishment of crime shall be founded on the principles of reformation,

and not vindictive justice.

Article I, Section 15, Constitution of Oregon

September 2, 1992

OREGON

DEPARTMENT OF CORRECTIONS

Office of tile Director

q 2575 Center Street NE e u 5' _ 0 ~ 0

Salern, OR 97310' 1 Telephone (503) 378-2467 FAX: (503) 373-1173

The Honorable Barbara Roberts Governor of Oregon State Capitol Salem, OR 97310

Dear Governor Roberts:

It is with great pleasure r present the Oregon Department of Corrections Annual Report for

the fiscal year ending June 30, 1.992. It has been a thoughtful and introspective year for us . with the development of a new mission, vision and strategic plan that will carry us through

the remainder of this decade. As we in corrections approach the most significant resource reductions in Oregon's history, it becomes critical for us to examine how corrections services will be delivered in this state. Even without the cuts anticipated from Ballot Measure 5, prison population growth due to community supervision failures must be controlled - it is clear that Oregon cannot build its way out of a crime problem.

During the last fiscal year, the Department has re-examined both its mi~sion and the existing continuum of probation, prison :md parole. Through our mission and strategic plan, we clearly acknowledge and embrace the principles of a continuum of community supervision, incarceration, sanctions and services and the importance of that continuum in the successful management of offenders - both in the institution and in the community. The fundamental value in the corrections continuum is that the least restrictive method should be used to manage offender behavior, consistent with public safety. This principle is important regardless of whether the corrections system expands or contracts and should guide us in how we do our job. Finally, this system must be supported by a full range of incremental sanctions that are swift, sure and short to ensure compliance augmented by programs and services to assist in community re-integration.

With this principle in mind, r am prepared to embark on implementing these strategies with

my staff and our partners in the criminal justice community throughout our system. I am impressed with the high level of dedication of Department staff toward delivering the finest correctional services possible. The combination of dedicated staff and a rational direction for our future will allow us to continue to be one of the most effective corrections systems in the nation.

~{~4tt Director

Table of Contents

DEPARTMENT MISSION ........................................................... 2 ORGANIZATION CHART ........................................................... 3

ADMINISTRATION AND PLANNING ................................................. 4 Fiscal Services Division .............................................................. 4 Employee Services Division ........................................................... 4 Information Systems and Research Division .............................................. 6 Construction Division ................................................................ 8 Alcohol and Drug Treatment Programs .................................................. 8

LEGISLATIVELY AUTHORIZED BUDGET ........................................... 10

INSTITUTIONS BRANCH .......................................................... 11 Classification and Transfer Division .................................................... 11 Education Services Division .......................................................... 15 Oregon Corrections Intake Center ..................................................... 16 Health Services Division ............................................................. 18 Mental Health Services .............................................................. 20 Corrections Industries ............................................................... 22 Shutter Creek Correctional Institution ......................................... , ........ 24 Snake River Correctional Institution .................................................... 25 Institutions Directory ............................................................... 27

COMMUNITY SERVICES BRANCH ................................................. 33 Administrative Services Division ...................................................... 33 Community Supervision Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 Community Program Division ........................................................ 33 Community Corrections in Oregon ..................................................... 37 Intensive Supervision Program (ISP) ................................................... 37 Integrated Supervision Information System (ISIS) ......................................... 39 Parole Intervention Guidelines ........................................................ 40 Women's Alternative Program ........................................................ 40 Coos County Drug Reduction of Probationers Program (DROP) ............................. 41 Marion County Corrections Program ................................................... 41 Multnomah County Moves to Option I .................................................. 44 Team Approach to Supervision UmatillaIMorrow County Branch Offices ...................... 44 Community Supervision Field Offices .................................................. 46

INSPECTIONS BRANCH ........................................................... 50 Internal Affairs Division ............................................................. 50 Inspections Division ................................................................ 50 Inmate Disciplinary Hearings ......................................................... 52 Internal Audits ..................................................................... 52

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Mission Statement

The Oregon Department of Corrections' mission is to reduce the risk of criminal conduct, through a partnership with communities, with a continuum ofcommunity supervision, incarceration, sanctions and services to manage offender behavior.

The fundamental value in the continuum of probation, prison and parole is the principle that the least restrictive method be used to manage offender behavior, consistent with public safety.

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DEPARTMENT OF CORRECTIONS ORGANIZATIONAL CHART - JUNE 30, 1992 -

EXECUTIVE SUPPORT SPEC I M.McCulloch

EXECUTIVE ASSISTANT J.l.ockwood

ALCOHOL & DRUG SERVICES PROGRAM MANAGER J.Field

ADMINISTRATOR INFORMATION SYSTEMS DIV

J.HiII

ADMINISTRATOR CONSTRUcnON DIVISION

L SlI1Ider ADMINISTRATOR EMPLOYEE SERVICES DIV

S.Dell ADMINISTRATOR FISCAL SERVICES DIVISION

D. Caulley

UJ

ADMINISTRATOR COMMUNITY SUPERVISION DIY

S. Taylor

ADMINISTRATOR COMMUNITY PROGRAMS DIV

B.McGuire

ADMINISTRATOR ADMiNISTRATIVE SERV DIV

M.Blake

SUPERINTENDENT

L

OSP F.Maass

SUPERlNTEII;"DENT OSCI

C.Zenon

SUPERINTENDENT OWCC

R. Schiedler

SUPERINTF..NDEC.T EOCI

G. Baldwin

SUPERINTENPr-:r SCIlMCO' J.Gnll

SUPERINTENDENT PVP/SCCI W. Beers

SUPERINTENDENT PRO'

D.Jnhnson

Hl

SUPERINTENDENr SRCI E. GaleS

SUPERINTENDENT CRCUSFFC M.McGee

ADMINISTRATOR

HHll

MANAGER OCIe

LDaniels

ADMINISTRATOR

CORRECTIONS INDUSTRIES

CLASSITRANSFER DIVISION

F.Nichols ADMINISTRATOR

Hl

A.OIandler ADMINISTRATOR

HEALTH SERVICES DIVISION

EDUCATION SERVICES DIV

C. Kiwx

S. DeLateur

ADMINISTRATOR RELIGIOUS SERVICES

M.Spr.1uer

HINTERNAL AFFAfRS DIV WESTERN D. Baker

INTERNAL AFFAfRS DIV EASTElU..r R. Kennicotl

INTERNAL AFFAIRS AUDITSDIV K. Lafferty

POLICYIPROCEDURES D. Schumacher

INSPECTIONS DIV G. Kanne

INMATE HEARINGS DIV

- - - --------- - - - -

Administration and Planning Branch

~;

The Administration and Planning Branch, under the leadership of Assistant Director Sally Anderson, provides planning and support services to the Department. It includes the Fiscal Services Division, Employee Services Division, Information Systems and Research Division, Construction Division, and the Alcohol and Drug Services Program.

Fiscal Services Division

The Fiscal Servic~s Division is responsible for budget, accounting, payroll, inmate trust accounts, contract management, purchasing. property control and warehousing as well as management of business services for Corrections Industries and the farm operations at Mill Creek Correctional Facility. During the past year, the focus of the Division has been improved customer service, automation of services and systems, development ofperformance measurements and development of a restructuring plan in response to Ballot Measure 5.

In January, 1992, the Division began development of a new automated financial, accounting, manufacturing and inventory system called AFAMIS. This new program will dramatically change the way the Department conducts its financial business. In addition to the changes in the manufacturing and accounting areas, AFAMIS will enhance customer service in purchasing? property control, contracts management, financial reporting and budgeting. The Department will implement two of the new AFAMIS programs during July, 1992 - Unigroup accounting and fixed assets. The automated purchasing and inventory programs will be implemented in September, 1992. Department-wide accounting, budgeting and manufacturing are scheduled for January, 1993. Gary Taylor, UNIGROUP Controller, says "AFAMIS is the tool the Department has needed to respond to a rapidly changing state government environment."

The Division also developed and is implementing a restructure plan to reduce layers of management and increase the supervisory span of control. The restructure plan will result in a 12 percent reduction in Division positions through October, 1992. Contracts administration has been merged with purchasing and the Division will consolidate the Inmate Trust and Payroll Units to increase span of control. In addition the Division is reclassifying eight supervisors to increase the span of control.

l~mployee Services Division

The Employee Services Division is responsible for personnel services, training, and safety and risk management. The Division is committed to providing excellent customer service through openness to change, acceptance of challenges, and beliefin the values oftrust, integrity, accountability and equal treatment.

I'Iersonnei Services Unit

A major activity of the Personnel Services Unit was the preparation and presentation of several modules in the Department's Institution Supervisor Candidate Training Program:

? Current Administration and Grievance Resolution ? Employee Discipline ? Recruitment and Selection ? Equal Employment Opportunity/Affirmative Action ? Writing Position Descriptions/Setting Performance

Expectations ? Constructive FeedbackIPerformance Appraisal

Approximately 80 Department employees participated in the program, which included handson experience writing personnel-related documents and role-playing supervisor/employee management situations.

Personnel Services staff also implemented the Department's Position Reduction Management Plan, stemming from the economic impact

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