1998 Colorado Dept of Corrections Annual Report

TABLE OF CONTENTS
Map of DOC Facilities A

From the Director...John W. Suthers B
Special Thanks B
Correctional Services 1
Region I Carl Zenon 1
Colorado Territorial Correctional Facility 1
Centennial Correctional Facility 1
Colorado State Penitentiary 2
Fremont Correctional Facility 2
Canon Minimum Centers 3
Arrowhead Correctional Center
Four Mile Correctional Center
Skyline Correctional Center
Pre-Release Center
Region 2 Mary West, Ed.D 4
Colorado Women's Correctional Facility 4
Arkansas Valley Correctional Facility 4
San Carlos Correctional Facility 5
Youthful Offender System 5
Colorado Correctional Center 6
Pueblo Minimum Center 6
Denver Reception & Diagnostic Center 7
Denver Women's Correctional Facility 7
Region 3 Gerald M. Gasko 8
Delta Correctional Center 8
Colorado Corrections Alternative Program 8
Limon Correctional Facility 9
Trinidad Correctional Facility 9
Buena Vista Correctional Facility 10
Buena Vista Minimum Center 10
Rifle Correctional Center 11
SterlingCorrectional Facility 11
Colorado Corrections Training Academy 12
Division of Community Corrections 12
Correctional Support Services 13-15
Correctional Industries 16-17
Division of Correctional Education 18
Central Administration 19, 22
Organizational Structure 20-21
Colorado DOC Staffing 22
Finance & General Administration 23-24
Division of Adult Parole Supervision 25
Clinical Services 26
Average Jurisdictional Population (1994 through 1998) 26
DOC Special People in 1998 27
1998 by the Numbers 28-43
Budget in Millions of $ 28
Commitments 29-33
Prison Populations 34
Admissions/Releases 35-37
Comparisons of Prison Population Projections 37
Escapes/Incidents 38-39
Offenses 40
Releases 41
Recidivism Rates 42
Return Rates 42
Comparison of Inmate Custody Classifications 42
Offender Profile by Gender 43
Cover Legend 43
Acknowledgements Back Cover
MAP OF DOC FACILITIES
Map of Colorado Correctional Facilities
STATE OF COLORADO
DOC FACILITIES
1. Rifle Correctional Center
2. Delta Correctional Center
3. Buena Vista Correctional Facility
4. Colo. Correctional Alternative Prog. (Boot Camp)
5. Colorado Correctional Center
6. Denver Reception & Diagnostic Center
7. Denver Women's Correctional Facility
8. Youthful Offender System (at DRDC)
9. Colorado Territorial Correctional Facility
10. Colorado Women's Facility
11. East Canon Complex:
A. Arrowhead Correctional Center
B. Centennial Correctional Facility
C. Colorado State Penitentiary
D. Four Mile Correctional Center
E. Fremont Correctional Facility
F. Pre-Release Correctional Center
G. Skyline Correctional Center
12. Pueblo Minimum Center
13. San Carlos Correctional Facility
14. Youthful Offender System
15. Arkansas Valley Correctional Facility
16. Limon Correctional Facility
17. Trinidad Correctional Facility
18. Sterling Correctional Facility
CONTRACT FACILITIES
19. Bent County Correctional Facility
20. Huerfano Correctional Facility
21. Crowley County Correctional Facility
22. Kit Carson Correctional Facility
CAPACITY YEAR LOCATION SECURITY
192 + 1979 Rifle Minimum
484 + 1964 Delta Minimum
1,118 + 1892 Buena Vista Medium/Restricted-Minimum
100 1991 Buena vista Minimum
150 1969 Golden Minimum
516 + 1991 Denver Maximum
900 * 1998 Denver Mixed
96 1994 Denver -
695 1871 Canon City Medium
274 1968 Canon City Mixed
484 1990 Canon City Restricted-Minimum
336 1980 Canon City Close
756 1993 Canon City Maximum/Close
588 + 1983 Canon City Restricted-Minimum
1,449 + 1962 Canon City Medium
164 1983 Canon City Minimum
200 1964 Canon City Minimum
226 1994 Pueblo Restricted-Minimum
500 + 1995 Pueblo Mixed
480 * 1998 Pueblo -
1,007 1987 Ordway Medium
953 1991 Limon Mixed
480 * 2000 Trinidad Minimum/Restricted-Minimum
2,445 * 1999 Sterling Mixed
735 1993 Las Animas
752 1997 Walsenberg
900 * 1998 Olney Springs
768 * 1998 Burlington
* Currently under construction or planned. + Currently under expansion.
(These figures represent expansion when completed.)
Colorado Department of Corrections A 1998 Annual Report
FROM THE DIRECTOR
1am very proud to have been appointed by Governor Bill
Owens as the Executive Director of the Colorado Department of
Corrections. I believe it is a job that fits well with my experience
in the criminal justice system and as a public sector manager.
DOC is a very large department of state government both in
terms of the number of employees and its operational budget.
Our two-fold mission is to protect the public by effective
management of criminal offenders in controlled environments
and to do the best we can, with the resources provided, to assist
offenders with successful community reintegration. We owe it to
the Colorado taxpayers to carry out our mission as efficiently and
cost effectively as possible. The work of DOC is very important
to public safety, and I am pleased to be a part of it.
As this report demonstrates, the demands on DOC and its
employees are continuing to increase as the Department grows
larger. But the report also demonstrates that DOC employees are meeting those demands with
a high level of professionalism and correctional excellence. They are enthusiastically
responding to my stated goal of making Colorado's Department of Corrections the best in the
United States.
I hope you will find the 1998 Annual Report interesting and informative.
W.
^j3XsLAj^
John W. Suthers
Executive Director
THANK YOU, MR. ZAVARAS!
Aristedes W. Zavaras served as Executive Director of the
Colorado Department of Corrections from April 1993 through
December, 1998, the longest in the department's more than 20
year history. He has gone on to serve as the Executive Director
of the Colorado Department of Public Safety. The DOC wishes to
acknowledge Mr. Zavaras' enormous contribution to our agency
through nearly six years of stable, yet dynamic and energetic
leadership. During his tenure, the DOC improved its operations
in terms of efficiency, effectiveness and the pursuit of excellence.
We even named an escape team bloodhound puppy after him
- the dog still works here.
B
Colorado Department of Corrections
CORRECTIONAL SERVICES
mm
The Deputy Director for Correctional Services, Larry Trujillo, served in 1998 as appointing
authority with overall responsibility for DOC facilities/centers organized into three regions, as well as
Food Service Administration, the Division of Program Services, and the Division of Correctional
Industries and Correctional Support Services.
REGION I Director Carl Zenon
Colorado Territorial Correctional Facility (CTCF), the oldest
Colorado correctional facility, has operated continuously sinceoriginally beingopened as a territorial prison in 1871. In
1998, a $4.5 million double-occupancy expansion project was completed which
added 94 medium security beds in permanent operating capacity to the adult male
facility. The project included life safety upgrades (fire alarm/smoke detection systems)
and other enhancements to Cellhouse 7 (CTCF's largest cellhouse, housing 292
inmates); construction of a new academic center; renovation of the general library;
and lead abatement and installation of electronic door controls in Cellhouse 3.
CTCF provides long-term housing to the geriatric offender in response to the state's
aging correctional population; extended care for the medically restricted; a 32-bed
infirmary servingall DOC facilities; and the first licensed hospice program in a
COLORADO TERRITORIAL
CORRECTIONAL FACILITY
Warden Larry Embry
Address: 275 West Highway 50
P.O. Box 1010
Canon City, CO 81215-1010
Telephone: (719)269-4002
Security Level: Medium
Opened: 1871 (Territorial Prison)
Beds: 575 male, plus a 120-bed central
transition unit (all male) and a 32-bed
infirmary (housing all security levels
and both male and female offenders)
Offender Cost Per Day: $73.42
Offender Work Assignments:
Facility maintenance and food service
operations, Correctional Industries' tag/
tab and production dental lab operations.
Special Programs: Vocational dental lab
and janitorial (including an industrial
housekeeping apprenticeship); academic
and substance abuse treatment.
correctional setting in the
nation for care of the
terminally ill offender.
Correctional Industries
provides employment in
the license plate plant and,
for the developmentally
disabled, in the tab plant.
Both will gear up
significantly in early 1999
to meet the production
needs of Colorado's
upcoming statewide
reissue of license plates.
Centennial Correctional Facility (CCF)
opened in 1980 as the state's
maximum security prison and
operated in that capacity until the
opening of Colorado State Penitentiary
(CSP) in 1993. CCF was renovated in
1993 and now serves the department
as a level 4 or close custody facility.
Duringfiscal year 1998, CCF
completed major construction to meet
Life/Safety Standards; this included
installing a new fire detection and
suppression system and making
secondary exits for the living units.
In October of 1998, CCF was
accredited by the American Correctional Association. CCF achieved 100%
compliance for the Mandatory Standards and97.9% compliance for the Non-
Mandatory Standards. CCF's largest employer is Correctional Industries'Juniper
Valley Printing Services which employs 21% of the inmate population of CCF.
~ EBP!""*
1998 Annual Report
CENTENNIAL
Warden Mike Williams
Address: East Canon Complex
P. O. Box 600
Telephone: (719)269-5510
Security Leve : Close
Opened: 1990
Beds: 336 male
Printing Sen/ices Desktop Publishing
and Pre-Print Training programs;
Academic Education; Maintenance;
and Vocational Janitorial Training.
Correctional Industries: A state-of-the-art
printing plant, which produces most
Colorado tax forms, as well as many
other publications, forms and booklets.
Page 1
Colorado State Penitentiary (CSP)
is recognized internationally as a
leader in the management of high risk
administrative segregation inmates.
CSPprovides a behavior driven
program for the structured transition of
the most difficult to manage male and
female inmates in the Department of
Corrections. In this system, inmates
work their way to increased incentive
levels which offer expanded privileges
through demonstration of appropriate
behavior and self-discipline.
The Progressive Reintegration
Opportunity (PRO) unit was
implemented in July of 1998. This unit
FREMONT
Warden Gary D. Neet
Associate Wardens
Gary Watkins & Nard Claar
P. O. Box 999
Telephone: (719) 269-5002
Security Level: Medium
Opened: 1959
Beds: 1,181, male
Correctional Industries: Furniture Factory,
Metal Fabrication, Powder-Coat Factory
Page 2
(two additional incentive levels'
provides a structured transition for
inmates progressing from
Administrative Segregation to a general
population environment. The PROunit
allows for an objective evaluation of the inmates' behavior in a controlled setting
prior to placement in a general population facility.
Fremont Correctional Facility (FCF) opened in 1959 and for many years was known
simply as MS (medium security). Originally built as twodistinct units, medium security Fremont and close security Shadow
Mountain were combined under a single administrative structure in 1991. FCF is currently the state's largest single prison
with 1,181 inmates.
FCF is in the midst of a renovation and expansion project
which is expected to be completed during the year 2000. This
project, which includes one new cellhouse, renovation of seven
cellhouses, and a perimeter upgrade will raise the total inmate
population to 1,449.
In addition to employment opportunities, FCF offers academic
education, social education and a variety of vocational programs
(business machine repair, building trades, computer drafting, sheet
metal, video production, janitorial, machining and welding.)
FCF's largest employer is Correctional Industries, which
employs 26% of the inmate population in furniture manufacturing
and metal products operations.
COLORADO STATE
PENITENTIARY
Warden Eugene Atherton
Associate Warden Randy Foshee
P. O. Box 777
Telephone: (719)269-5120
Security Level: Close Custody/
Administrative Segregation
Opened: 1993
Beds: 756, one 16-bed unit
reserved for females
Offender Work Assignments: Limited
to unit porters
Programs/Services: Dependent on Quality
of Life Level System. Levels 1 to 3 have all
programs delivered via closed-circuit TV and
services are delivered to living units.
Levels 4-5 delivered in small group settings.
CanOn Minimum Centers (CMC) currently has 396 staff assigned to four centers, which
include Arrowhead Correctional Center, Four Mile Correctional Center,
Pre-Release Center, and Skyline Correctional Center. With the addition of 384
beds this fiscal year, Canon Minimum Center's (CMC) bed count is now 1433,
making CMC the largest facility in the department.
ARROWHEAD CORRECTIONAL CENTER This 480-bed facility applied for
and achieved its second
reaccreditation during 1998. The
score for mandatory standards
was 100%; the non-mandatory
standards score was 98.8%.
ACC's Administration building
and Control Center were
evacuated due to structural
problems. Plans for
reconstruction have not yet been
finalized.
FOUR MILE CORRECTIONAL CENTER
1998 Annual Report
Construction of three additional 96-
bed housing
units
increased the
inmate
population
from 300 to
588 inmates.
Two
additional 96-
bed housing
units are
currently under construction to replace two existing units (trailers) and will be
completed by August, 1999; the new Programs building and ball field will also
becompleted. The Administration building was completed and occupied during
January 1999. The Visiting program will begin operation in its new location
duringthis month also. The final inmate count will be 480 inmates by
September 1999.
SKYLINE CORRECTIONAL CENTER - SCC provides inmates for labor crews.
The CMC Labor crews are utilized
for reclamation, beautification, and
maintenance of the East Canon
Complex infrastructure, its buildings,
lands and resources. It assists
Governmental and Non-Profit
organizations in resource
management for the benefit of the
citizens of the State of Colorado.
PRE-RELEASE CENTER This
center offers an intensive
90-clay program to assist
inmates in their transition
Dack into the community
by focusing on applyingfor
positions and interview
skills. Pre-Release is linked
to Job Service Centers
throughout Colorado.
CANON MINIMUM CENTER
Warden Donice Neal
Associate Wardens
Frank Miller & Susan Jones
ARROWHEAD CORRECTIONAL CENTER
Address: P. O. Box 300
Telephone: (719)269-5601
Security Level: Minimum Restricted
Opened: 1990
Beds: 480, male
Correctional Industries: Service Station,
Computer Manufacturing, Transportation,
Greenhouse
Inmate Work Assignments: Facility,
Canteen labor crews
FOUR MILE CORRECTIONAL CENTER
Telephone: (719)269-5388
Opened: 1983
Beds: 588, male
Correctional Industries: Dairy,
Dairy Processing, Wild Horse Program
Off-grounds labor crews, CSP work crews
PRE-RELEASE CENTER
Telephone: (719)269-5311
Opened: 1983
Beds: 164, male
Correctional Industries: Dairy,
Dairy Processing, Wild Horse Program
Inmate Work Assignments: Facility programs
SKYLINE CORRECTIONAL CENTER
Telephone: (719)269-5450
Security Level: Minimum
Opened: 1957
Beds: 201, male
Correctional Industries: Scale House,
Recycling, Delivery, Ranch/Compost, Farm
Off-grounds labor crews
Page 3
REGION 2 Director Mary West, Ed.D.
Colorad
o Women's Correctional Facility
Women's Correctional Facility opened, it
was to house 90 inmates. Today, through
a series of renovations, make-overs and
additions, CWCF houses 260 female
inmates.
In addition to being in a "construction
mode" almost constantly since the late
I 1980's, CWCF staff daily meet the
challenges unique to managing female
offenders. Parenting classes as well as
academic and vocational programs try to
assist the women in developing new,
marketable skills to help themtake responsibility for their
families upon release. AMennonite group in Westcliffe assists
by keeping some inmates' children until their mothers can be
released. Volunteers bring the babies in for regular visits to
keep family bonds strong.
Arkansas Valley Correctional Facility (AVCF) on
June 15-17, 1998, theannual internal ACA Audit ofAVCF was conducted. The audit team, after
completing the file review and tour of the facility, found AVCF 100% compliant with mandatory ACA
standards and 99.3% compliant with non-mandatory standards. OnJuly 8-10, 1998, a DOC Security
_^^^_______________^___ Audit was conducted at AVCF. Inspector, Major Ed
! " Rodenbeck commented that many AVCF staff are to be
ARKANSAS VALLEY commended for their professional and positive attitudes.
Some staff stand out by their "ownership" of the facility and
their willingness to help. Inmate and staff morale appears to
be very high.
The fifth annual AVCF Team Pentathlon was held September 19, 1998. Twenty
teams representing the Federal Bureau of Prisons, the Colorado Department of
Corrections and the Armed Forces competed in the pentathlon.
Students make "Toys for Tots" as part oftheir vocational education in cabinet
making. They are required to complete 675 hours of class time to receive their
certificate in cabinet making. In 1998 approximately 1,750 toys were donated to
non-profit charitable organizations
in southeast Colorado for
distribution to needychildren. All of
the wood and supplies is donated.
SHAPE-UP (Showing How A
Prison Experience Undermines
People), a program aimed at
diverting high-risk youth from a path
to prison, conducted a total of 72
JSHAPE-UP programs. There were
186 youth participants and 140
parents who attended these tours. Judicial Districts served last year were El
Paso, Pueblo and Morgan. Schools served included La Junta, Manzanola, Genesis, Plum Creek and the Expelled Student
Program.
There were 28 community projects with a total of 15,558 inmate hours, of which 13,576 hours were provided tooutside
agencies. The Community Projects Inmate Work Crew is well accepted by the agencies served and also by the people of the
community. This group was fortunate to receive two training classes from outside agencies in 1998, Stihl Chain Saw
Company and the Federal Parks Service Hotshot Fire Team. This crew served eight area cities and four schools. The crew is
also doing apilot study program, along with the National Park Service, to help eradicate a noxious plant called tamarack at
Bent's Fort, near La Junta. State agencies served besides DOC included the Colorado Department of Transportation.
(CWCF) When the Colorado
COLORADO WOMEN'S
Warden James E. Abbott
Address: 3800 Grandview
P. O. Box 500
Telephone: (719)269-4704
Security Level: Minimum to Close
Opened: 1968
Beds: 274, female
Offender Work Assignments: Facility,
Academic, Vocational.
ARKANSAS VALLEY
Warden Juanita Novak
Associate Wardens
.. John Hadley & Rod Cozzetto
Address: 12750 Highway 96
Lane 13
P.O. Box 1000
Crowley, CO 81034
(719)267-3520
Medium
1987
1007, male
$57.24
Telephone:
Security Level:
Opened:
Beds:
Offender Cost Per Day:
Offender Work Assignments: Facility
Panel Shop, Furniture Refurbishing, farming,
restoration for Colorado Historical Society,
Toys for Tots, community labor crews,
public information assistance, and
Computer Assisted Drafting (CAD).
Page 4
ttiiiii mini iwm| JEHJii
iPill! Iff!IllHiiSlI IriM
mm
San Carlos Correctional Facility (SCCF) its
the mission of SCCF to manage both male and
female seriously mentally ill and
developmentally disabled offenders by
providing intervention and treatment in a
professional, secure, safe and humane
correctional environment.
Located on the grounds of the Colorado
Mental Health Institute at Pueblo (CMHIP),
SCCF was built to house 250 inmates.
As a multi-custody facility, SCCF provides
treatment and management programs for
offenders diagnosed with severe chronic mental
illnesses. The Intensive Unit is designed for
inmates who have significant psychiatric
impairment. This is a very restricted, high security unit, with an emphasis on
psychiatric stabilization through medication. The Behavior Management Unit is
specifically intended for inmates who are mentally ill, but also have a history of
aggressive or violent behavior. The Development Unit houses inmates who have been identified as mentally retarded to
developmentally disabled. It assists inmates with self-management and vocational development. The facility sheltered
workshop program is utilized as a work area to develop vocational skills. The Supported Environment Unit is designed for
inmates with major psychiatric disorders and who continue to show symptoms
which interfere with their ability to function in general population. These
offenders are relatively stable and have adherence to a medication regimen. The
Therapeutic Community is for inmates diagnosed with a major mental disorder
and a chronic history of substance abuse problems. Emphasis is placed on
personal responsibility and accountability. The 24-bed SCCF Women's Unit
provides a full continuumof treatment services to female inmateswith psychiatric
disorders and/or mental retardation or developmental disabilities. The level and
quality of services is equivalent to those offered to male offenders.
In June of 1997, a national audit for American Correctional Association
accreditation resulted in scores of 100% compliant with Mandatory Standards
and 99% compliant with Non-Mandatory standards. On August 26, 1998 the
Internal Audit Report yielded the same results. SCCF was congratulated for
maintaining a high level of excellence withsuch a difficult populationto manage.
SAN CARLOS
Warden ... Ernie Pyle
Associate Warden . . .Mary Smith
Address: 1410 W. 13th Street
P. 0. Box 3
Pueblo, CO 81003
Telephone: (719)544-4800
Security Level: Multi-Custody
Opened: July, 1995
Beds: 250, male/female
Offender Work Assignments: Facility.
Youthful Offender System (YOS) Colorado's
Youthful Offender System is viewed as a national model. It combines a
rigorous physical, academic and behavioral model that seeks to break down
antisocial principles and replace them
YOUTH OFFENDER SYSTEM
Acting Director .. .Irving Jaquez
Acting Deputy Director
Sam Williams
Address: 1401 W. 17th Street
Pueblo, CO 81003
Telephone: (719)583-5902
Security Level: Mixed
Opened: 1994-Denver/1998 Pueblo
Beds: 182, males; 8, females
33, IDO
Offender Work Assignments: Due to
the highly structured nature of the program,
work assignments are individualized.
1998 Annual Report
with community-accepted values
YOS gives young "chronic
offenders" a second, last chance
Intensive Diagnostic Orientation
and Phase I are followed by a
period of highly structured
community supervision. YOS
relocated to Pueblo, on the
grounds of the Colorado Mental
Health Institute in 1998.
Rick Upchurch, former Denver Bronco
wide receiver, poses with SCCF
Associate Warden Mary Smith and
Social Worker Mike Leyba. Upchurch,
a Christian motivational speaker, spoke
to some of SCCF's inmates.
Page 5
Pueblo Minimum Center (PMC)its he
mission of the Pueblo Minimum Center to provide a professional, secure, safe
and humane correctional environment for female offenders at a minimum and
minimum restricted security
classification to prepare them for
release or discharge of their
sentence.
PMCwas established by special
session of the Colorado Legislature in the Fall of 1993. As with SCCF, PMC is located
on the grounds of the Colorado Mental Health Institute at Pueblo. The two facilities
were consolidated under one administration on April 1, 1995. Though initially slated
for male housing when activated in 1994, PMC became a female facility due to the
acute shortage of beds for female offenders. Its total capacity is 226 females and
length of stay is one to five years. Thefacility utilizes dormitory style housing areas
and does not have any singlecell living units. PMC does not operate an
administrative segregation or protective custody unit. Inmates placed in the
Management Control Unit are removed and/or transferred within 72 hours.
Numerous services are provided to PMC from SCCF such as personnel, business
management, mail, medical, canteen and shared clinical staff. In addition, CMHIP
staff provides major maintenance service and meal preparation.
PMC has a full offender work program. Offenders may be assigned work detail at
DOC or for the Division of Wildlife, the Department of Transportation, the State Parks
Division, or the Colorado State Fairgrounds. Maintenance and cleanup duties are performed at Runyon Lake, Pueblo naturetrails
and river walk, Lake DeWeese and Lake Beckwith wildlife areas. During construction of SCCF, approximately 50 female
offenders were utilized for painting, pouring concrete, welding and landscaping the 175,000 squarefoot building.
Approximately 10 offenders provided labor to the Pueblo Neighborhood Housing Authority's Operation Paint Brush. A
significant part of work crew assignments are contracted for by a Correctional Industries operation located at PMC.
In 1996, DOCentered a contractual agreement with the Department of Labor to initiate three apprenticeship programs at
PMC. Facility instructors ensurethat hours and competencies are met for the Greenhouse Management, Landscape Management
and Industrial Housekeeping apprenticeships. Pueblo Community College is the on-site location for Landscape Management and
Industrial Housekeeping. Greenhouse Management is
monitored at PMC.
The newly constructed Programs Buildingwas
turned over to PMC staff on May 18, 1998. The
facility now has adequate space for inside recreation,
religious services, group meetings, education classes
and vocational training.
Aday to be remembered at PMC was May 20,
1998. ACA congratulated the PMCstaff for the
excellent degree of compliance with ACA standards:
100% in both mandatory and non-mandatory
standards. This was a first-ever achievement by any
Colorado correctional facility. The formal ACA Accreditation Awards Ceremony was held in Detroit, Michigan on August 10,
1998.
Colorado Correctional Center (CCC)
has been a good neighbor inJefferson Countyfor a number of years. Because it is
minimumsecurity, most of its inmates go off-grounds to work. Many work for state
agencies or provide crews to relocate them when necessary.
Over the last four years, community labor crews have completed a number of
projects for the community of Pleasant View.
PUEBLO MINIMUM CENTER*
Warden Ernie Pyle
Associate Warden .. .Mary Smith
1410 W. 13th Street
P. O. Box 3
Pueblo, CO 81003
(719) 544-4800
Minimum Restricted
July, 1995
226, female
$55.46
Address:
Telephone:
Security Level:
Opened:
Beds:
CMHIP, Labor Crews.
"PMC is under the administrative structure
of San Carlos Correctional Facility.
Page 6
COLORADO
CORRECTIONAL CENTER
Warden Allen Bennett
Address: 15000 Old Golden Road
Golden , CO 80401 -0020
Telephone: (303)273-1620
Opened: 1969
Beds: 150 male
Colorado State Patrol Training Center,
state agencies, community work crews,
Colorado Surplus Property
Denver Reception and Diagnostic Center (DRDC) sheoniy
diagnostic unit for the Colorado
Department of Corrections. The mission
of DRDCis to provide a diagnostic
evaluation and a recommended custody
classification for every offender, both male
and female, sentenced by the courts to the
Department.
During Fiscal Year 1998, 6,348
offenders were processed through DRDC.
This represents an increaseof over seven
percent from the prior year, and includes
both male and female inmates, was well
as youthful offender system residents.
DENVER RECEPTION
AND DIAGNOSTIC CENTER
Warden William J. Bokros
Address:
Telephone:
Security Level
Opened:
Beds:
10900 Smith Road
Denver, CO 80239-8004
(303) 307-2000
Maximum/Mixed
1991
480, male/36, Infirmary
Offender Work Assignments: Facility only,
including clerks, maintenance, food service,
and porters. Inmate work force supplied by
DWCF.
DRDC Maximum/Mixed custody level.
^H^mppS*:
Thediagnostic process includes the Intake of newcommitments from county jails,
as well as parole violators, and community regressions. Clinical Services provides a
complete health assessment for each offender, and mental health evaluations as
necessary. Finally, the Assessment and Classification Unit tests, interviews and evaluates
each new offender, recommending a program of education, trainingand treatment
programs to be followed during their periodof incarceration. An appropriate custody
classification is determined, and custody issues are identified for the welfareof the public, staff and inmate.
Intake handled over 52,000 pounds of offender property; received $402,577 of inmate funds; and
created 37,500 photos, along with finger print cards and photo identifications. DRDC Clinical Services
performed over 12,500blood draws; completed 6,250general health assessments; and created over
12,500 medical and mental health files. Assessment and Classification administered 31,000 tests;
generated 56,000documents; and created 12,500 files with an average of 200 pages per file. DRDC
Laundry handled over 53 tons of clothing; issued 31,290setsof underwear; issued 18,775 sets of
clothes; and generated 76,112 identification tags.
In addition to the normal work loadof the diagnostic process, numerous transports and transfers of
inmates were conducted at DRDC. Medical appointments, court transfers and facility movements and
regressions accounted for over 9,000 inmate moves through DRDC.
The DRDC staffwas instrumental to the successful on-time opening of the Denver Women's Correctional Facility in August,
1998. Staff were involved in the planning, construction, and opening of the newfacility. Many of the new staff for the Women's
facility were transferred or promoted from DRDC staff.
Since the inmate population at DRDC is always changing, the staff assigned to DRDC must always remain alert and positive.
The rapid turnover produces a variety of inmate populations unlike anyother facility inthe Department of Corrections; and as such,
Denver Women's Correctional Facility (DWCF) More than 300 invited
dignitaries and guests joined the Department of Corrections
on July 23, 1998 for the dedication of the new Denver
Women's Correctional Facility. Located just south of the
Denver County Jail and west of DRDC, the facility houses
248 minimum-
restricted and
minimum custody
inmates.
The dedication
was extremely well-
attended by members of the Denver community, reflecting how important this
facility will be to the department's future success in treating and reintegrating
female offenders in the Denver metropolitan area.
DWCF is intended to be a national model in
terms of offering non-traditional programming to
female inmates and an aggressive program to
reintegrate these offenders into the community.
The department received an appropriation of
$97,825,349 to bring the total capacity to 900
beds. Occupancy of the additional beds will be
phased in over a nine month time frame, from
March through December, 2000.
*o, 4WBIH "JMNBfr. '*" 4tHimm
DENVER WOMEN'S
Warden Noble Wallace
1998 Annual Report
Address: 10900 Smith Road
Denver, CO 80239-8004
Telephone: (303) 307-2500
Security Level: Minimum-Restricted,
Reception
Opened: 1998
Beds: 248, female
Offender Cost Per Day: Not yet available
Offender Work Assignments: Essential
Support, Academic and Vocational Ed.,
Substance Abuse, Mental Health,
Life Skills and Remedial Programs,
Community Work Programs.
Page 7
Delta Correctional Center (DCC) The additional acreage south of the
facility has been purchased and the boundary fence has been constructed. With all new construction completed, a
efforts have been focused
on remodeling the old living
units and central building
located in the lower facility
during the past year.
Community relations has
continued to be a priority,
resulting in another positive
year. The staff and inmates
of the Delta Correctional
Center are unsurpassed in
their commitment to
community labor crews.
During FY 97-98, DCCWork Crews logged a total of 131,420 hours toward
projects requested through more than 63 agencies and non-profit organizations.
TheWork Program is very proud of our food distribution program which
provides assistance through the "SHARE, Colorado" to low income families in
Delta County, over 5,312
hours were utilized for this
DELTA
CORRECTIONAL CENTER
Acting Warden .... Steven Green
Address: 1140 G 1025 Lane
Delta, CO 81416-9127
Telephone: (970) 874-7614
Beds: 488, male
Inmate Work Assignments:
Federal Agencies - 6 State Agencies - 10
County Agencies - 4
City/Community Related Agencies - 43
Facility, BLM, Delta County, Ouray County,
Parks & Recreation, CDOT, DOW, Delta,
U. S. Forest Service, Colorado National
Monument and CSU Research Center,
to name a few.
program. Labor savings to
all these agencies totaled $637,018.
Commitment to community works both ways in Delta, where this
facility enjoys the department's largest volunteer program. DCC's fine
core of volunteers in conjunction with the Ministerial Fellowship
have raised funding for the construction of a 8,000 plus square foot
Chapel of Hope, which should be completed during 1999. The
annual appreciation ceremonies continue to be a very big event in
May of each year within the Delta community.
Colorado Corrections Alternative Program
(CCAP - BOOt Camp) is Colorado's only adult "shock
incarceration" facility and one of only six boot camps in the U.S. offering
programs for both male and female offenders.
Originally authorized by the Colorado General Assembly in 1990, CCAP
opened in 1991, housing 100 minimum custody inmates. While offering
programs similar to those found in traditional prisons, it stresses military style
discipline intertwined with physical fitness
training.
Page 8
COLORADO CORRECTIONS
ALTERNATIVE PROGRAM
(Boot Camp)
Manager .Mike Perry
Buena Vista, CO 81211-2017
Telephone: (719)395-2404
Opened: 1991
Beds: 100, male/female
Offender Work Assignments: Regimented
military discipline program, GED
Non-violent offenders under the
age of 30 must volunteer for and
successfully complete the three-
month program which offers the
possibility of reduction of their
sentence, release to community
corrections, or parole.
Limon Correctional Facility (LCF) had avery
productive 1998. Inmates assigned to LCF have provided hand-made wooden toys for
needy children through the Toys for Tots program, have provided knitted blankets and
hats for children through the Therapeutic Community
program administered at LCF by Pikes Peak Mental
Health, and has provided ALL the inmate clothing for
DOC; State flags to other state agencies; and
numerous other contracted services through the
Correctional Industries operation at LCF.
LCF was impacted by staff transfers with the
the Sterling Correctional Facility. This was promptly handled in
with DOC personnel with the assignment of 25 Correctional Officer
floater" positions being assigned to LCF. This was undertaken as a means to provide
proper training and have new staff on-board as backfills for staff transferring to
Sterling.
LCF isthe first CDOCcorrectional facility to obtain ACA Accreditation (1994). LCF
continues its commitment toward maintaining ACA accreditation by successfully
completing the annual ACA review(internal audit) withan outstanding score of 100%
on mandatory standards, 99.53% on non-mandatory standards. This marks the
highestscore yet obtained by LCF for an ACA audit and demonstrates its commitment
to accreditation. LCF continues its commitment to maintaining high correctional standards by having and supporting national
ACA auditors on staff.
LCF is proud of the fact that two of its line staff are members of the "CHOICES" group. Presentations are being made to
Colorado's junior and senior high schools, encouraging students to make good choices when confronted with situations that
may affect the rest of their lives.
As the calendar year closes, LCF looks forward to many newand
exciting opportunities. In the coming months, the newly constructed
academic area, Sign Shop area, and Service Station will be coming
on-line, providing LCF with new staff and more inmate jobs. New
contracts for Correctional Industries will provide opportunities for
even more inmate jobs and productivity.
LCF is committed to "Correctional Excellence." We have
knowledgeable, dedicated and loyal staff who are committed to
making LCF the best facility in the Colorado Department of
Corrections, and a prized example ofstate government for Colorado
citizens. LCF's staff is caring and giving, each year during the
Colorado Combined Campaign, staff open their hearts and wallets to
contribute. This year, LCF staff gave $17,645 and has kept the
travelingtrophy for the last five years.
r
\_L<X\
J
opening of
cooperation
LIMON
Warden Richard Soares
Associate Wardens
Al Estep & Robert Taylor
Address: Highway 71, County Rd 3C
P.O. Box 10,000
Limon, CO 80826
(719)775-9221
Close/Medium Mixed
May, 1991
Telephone:
Security Level:
Opened:
Beds:
Academic, Vocational, Community
Labor Crew, Correctional Industries
programs (garment shop).
953 male
$57.07
Facility,
Trinidad Correctional Facility (TCF)
is currently under construction and is scheduled to open in the summer of 2000. Funding of Phase I of the project is
$32,350,000
TRINIDAD
Warden Irving G. Jaquez
Associate Warden
Mark Broaddus
Address: 21000 E. Highway 350
Model, CO 81059
Security Level: Minimum-Restricted
Beds: To open at 480, male
Essential Support, Correctional Industries,
Academic and Vocational Education, Mental
Health, Substance Abuse, Life Skills and
Remedial Programs, Community Work
Programs.
1998 Annual Report
to provide
initiallyfor a
Support
Services
Building,
Program
Building,
Waste Water
Treatment
Plant, and five
Minimum-
Restricted
housing units.
Page 9
Buena Vista Correctional
iHCiliiy (,DVi_i7 is physically comprised of several
components: the main facility which houses 826 close
and medium
custody
inmates, the
Buena Vista
Minimum
Center which
houses 288
minimum
restrictive
custody
inmates and
the Colorado
Corrections
Alternative
Program (Boot
Camp) which
houses 100
minimum
custody
inmates.
While each component is a separate physical entity with regard to inmate classification and program structure, all three
are interdependent from an operational standpoint.
Originally designed and built as the Colorado
State Reformatory in 1892, BVCF is currently one of
the largest prisons in Colorado. It features an
extensive academic and vocational education
department with educational programs ranging
from GED and Adult Basic Education to Welding,
Auto Body, and Graphic Design.
BUENA VISTA
Warden . Bob Hickox
Associate Wardens
.. .Gary Strobridge &Tony Reid
Address: 15125 Hwy. 24 &285
Buena Vista, CO 81211
Telephone: (719) 395-2404
Security Level: Close/Medium
Opened: 1892
Beds: 826, male
Academic and Vocational School,
Trout Hatchery
Correctional Industries: Farm,
Leather Shop
Buena Vista Minimum: Center (BVMC) is a288-bed Minimum Restricted Facility.
Placement at the Minimum Center is a progressive step for inmates in the Department of Corrections. Inmates at this level
are allowed to participate in a work program with supervision outside the fence. These inmates contributed to the
community through their participation in the Correctional Work Program. This
participation amounts to the equivalent of over $500,000 savings to the
community. There are 13 on and off grounds labor crews. The Correctional Work
Program (CWP) was started in August, 1981 in order to comply with Legislative
Declaration 17-29-101 article 29. The Buena Vista Minimum Center was
developed in 1984.
BVMC complex is under new constructionfor expansion. The first new inmate
T-building is coming on-line 2/1/99. The new Minimum Center will consist of
three 96 bed inmate housing units, a Security/Visiting/Administration building, a
full buildout Programs Building and a full buildout Gym. In addition, the
Minimum Center will have GED classes, ABE, Life Skills, Community
Reintegration, Mental Health and ARP classes, Heavy Equipment Program, a
Medical Clinic, Arts and Crafts area, Law Library and Library.
Page 10
BUENA VISTA
MINIMUM CENTER
Manager Patricia McCarthy
Buena Vista, CO 81211-2005
Telephone: (719)395-7361
Beds: 288, male
Academic and Vocational, Work Program,
and Heavy Equipment Program.
Rifle Correctional Center (RCC) opened n
1964 with one
employee and
nine inmates. It
expanded
through the years
to 44 staff and
150 inmates. The
capacity of RCC
was increased to
192 minimum
custody inmates
in June 1998.
Renovation of
the waste water
treatment facility
m y^f- HfeiiP -^s^fe^-
u i '5
( ;. .
."'4? î "
P m m
is scheduled to be completed by June 1999.
New inmate dorms were completed in 1998.
The old dorms are being renovated to
accommodate programs and activities that are
now in modular buildings.
The Rifle Correctional Center sends 30 inmates
each day into the community to work for various
nonprofit agencies including the City of Rifle and
the Rifle Senior Center. Local agencies, DOCand
the inmates benefit from this program.
RIFLE
CORRECTIONAL CENTER
Warden
Address:
Bill Boggs
0200 County Road 219
Rifle, CO 81650
(970) 625-1700
Minimum
1964
192, male
$58.48
Telephone:
Security Level:
Opened:
Beds:
many off-grounds assignments; for example
several inmates are permanently assigned
to the Rifle Senior Center to help with food
service and maintenance; community work
crews.
Sterling Correctional Facility (SCF) is the state's first "mega-faciiity/ which win house
a total of 2,445 inmates when completely built. Scheduled to open its first two phases in 1999, the facility will eventually
require more than 800 staff.
It will alsobe protected bythe state's first "lethal fence," which will save hundreds of thousands oftaxpayer dollars byelim
inating the need to staff traditional prison towers.
STERLING
Warden Bob Furlong
Associate Warden .. .Tim Chase
Address:
Telephone:
Security Level:
P.O. Box 6000
Sterling, CO 80751
(970) 521-5010
Multi-Custody to
include: Administrative
Segregation, Close,
Medium, Minimum-
Restricted, Minimum
Opened: 1999
Beds: 2,445, male
Essential Support, Correctional Industries,
Academic and Vocational Education,
Substance Abuse Mental Health
Life Skills and Remedial Programs,
Community Work Programs.
Page 11
COLORADO CORRECTIONS TRAINING ACAOEMY
itiiHfHB
herrie Greco, Directo
As a result of new facility activations and increased hiring, 1998 was a
record year for the number of Basic Training graduates. During '98, an
Academy On Wheels was organized to serve on site at both Delta and Denver,
at the same time classes were conducted in Canon City. During the year, In-
Service Training and Advanced Specialized classes thrived, with staff
completing class hours that met or exceeded ACArequirements. New courses,
like Armed Transport, were developed and implemented.
During the spring of 1998, the Colorado Corrections Training Academy
achievednational recognition by being awarded accreditation from the
American Correctional Association, thus becoming only the sixth academy in
the country to earn that status. Based
on a two-day inspection of policy,
procedure and practice, Lowell
Hewitt, corrections consultant from
Michigan and Thomas Eisenschmidt,
superintendent from the Willard Drug
Treatment Campus in New York
judged the TrainingAcademy to be in
100%compliancewith mandatory standards and 99% compliant with non-mandatory standards.
The Roybal Corporation, thearchitectural company funded by the legislature todevelop a
program design for the construction of a newTraining Academy, moved forward on site
selection, environmental impact studies and preliminary design. That project continues.
DIVISION OF COMMUNITY CORRECTIONS
Residential Treatment
Page 12
Jeaneene Miller, Director
The Division of Community Corrections is responsible for the administration of
community corrections programs for adult inmates and youthful offenders
transitioning from prison. This includes the referral, movement, management and
supervision of inmates in residential community programs and the non-residential Intensive
Supervision Program (ISP.)
Offenders convicted of statutorily defined
nonviolent offenses, who are 19 months from
their Parole Eligibility Date (PED), and offenders
who are convicted of statutorily defined violent
offenses whoare nine months from their PED may
be referred to a community corrections program.
The inmate placement may occur at 16 months
and six months from PED respectively. Each
community corrections board and each program
must approve offenders for placement, and each
may reject an offender after acceptance.
Administering the program requires oversight of the management of each of the community
corrections facility operations, direct supervision of DOC inmates, and technical assistance to
ensure that inmates are managed incompliance with state law, DOC administrative regulations
and Division of CommunityCorrections Operational Memoranda.
Because funding for residential programs isappropriated through the Division of Criminal
Justice for payment to the private community corrections residential centers, a great deal ofcoordination andcooperation is necessary
among the Division of Criminal Justice, Division of Community Corrections, 22 community corrections boards and 28 community
corrections programs located throughout the state.
To meet the programmatic and treatment needs ofoffenders under their supervision, the Division of Community Corrections has
developed several special programs designed to provide each offender with optimum opportunities for success.
Two 45-day Community Intensive Residential Treatment (CIRT) programs, one in Alamosa andone in Weld County, provide drug
and alcohol treatment where offenders do not have access to the community.
One voluntary substance abuse program provides intensive treatment in Denver County; Peer I is a six-month to one year
residential program which includesa nonresidential component up to one year.
El Paso County's ComCor provides a sexoffender program and a program for the Chronically Mentally III.
The Haven is a specialized drug treatment program for female offenders with young children. Mothers and their children live
together in the center, with programs focused on family reintegration.
Day reporting programs provide an inmate reintegration program with daily contacts, employment referral, counseling services
and life skills education.
This division also operates a specialized aftercare program for graduates of DOC's "Boot Camp" that addresses structure and
gradual reintegration into the community.
The Division's average daily population (ADP) will increase to 1488 during FY 1998-99 with 530 ISP, 858 residential beds, 20 boot camp
beds, and 80 YOS offenders.
CORRECTIONAL SUPPORT SERVICES
Acorrectional system housing more than 13,800
offenders in 29 locations must be centrally coordinated in
terms of classification, placement and movement if it is to
operate efficiently.
At DOC's Central Office in Colorado Springs, a team of
case management professionals oversee the safe and
effective use of department bed space, considering public
safety requirements, along with the academic, vocational
and treatment needs of the offender.
The Office of Offender Services provides the following
functions for DOC:
Offender Population Management Involves the
computerized monitoring of all system prison beds,
contract beds and jail backlog (those awaiting
transfer to DOC,) ensuring that all beds remain
efficientlyfilled.
Offender Classification Requires centralized
review, auditing and monitoring of all reassignment.
This process involves an objective based scoring
systemwhich determines the offender's custody
designation. Custody refers to the level of
supervision required for an offender to be safely
supervised in a correctional setting. Approximately
20,000 classifications are completed annually.
Offender Case Management Audits and the
administration of the Department's Case
Management system are the responsibilities of this
office. Case Management is the process in which
individual offenders are assigned to specific Case
Managers in order to ensure that statutory and
regulatory mandates for casework are complied
with.
Disciplinary Process Offender Services monitors
all disciplinary actions taken under the Department's
Code of Penal Discipline, ensuring that mandated
"due process" is adhered to and proper sanctions
are levied.
Offender Time/Release Operations Asatellite
office of Offender Services is located at CTCF in
Canon City. This unit of 15 employees is responsible
for the calculation of all offender time under
approximately 18 different sentencing statutes,
scheduling parole hearings and coordinating all
releases. The process of calculation or recalculation
takes place at least twice annually. These
calculations also establish parole hearing agendas
with monthly distribution to various law
enforcement departments, and other agencies with
interest in those offenders being considered for
parole.
Offender release is the process by which an
offender is released by the Parole Board or by virtue
of completion of the sentence imposed, which
requires a query of wants or warrants through CCIC
and NCIC. Notifications of release dates are made
within the system and to outside agencies that may
have an interest in the case for various reasons.
Court Services/Jail Backlog This office
coordinates with Sheriff Offices, U.S. Marshals, Law
1998 Annual Report
Ben Griego, Director
Enforcement agencies and other state
departments of corrections for the
transfer of inmates to their temporary
custody by Writs of Habeas Corpus, Writs of Ad
Testificandum or Interstate Agreement of Detainers
Act.
Jail Backlog monitoring requires the processing of
all sentencing documents and parole revocations
received from all sentencing jurisdictions and local
jails. The process requires review of all documents
to ensure that sentences are within legal guidelines
to the Department of Corrections as the primary
jurisdiction. Research is then completed to
determine commitment status and whether the
individual has been previously incarcerated with
DOC. Upon verification, a DOC commitment
number is issued and the offender is placed on the
backlog for that particular jail. The backlog is then
monitored to determine reception status by court
order, or first-in, first-out processing. The intake
numbers received daily by the Reception and
Diagnostic Center are determined by the population
management process.
Court Services coordinates the permanent release of
inmates who are being released by court order or
paroling/dischargingto detainer/charges and
coordinates the transport of offenders to district
court when charges have been filed on offenders
who have committed additional crimes while
incarcerated and for civil cases offenders file against
the Department of Corrections.
Detainer Operations Monitors all requests by
outside jurisdictions that have interest in offenders
incarcerated within the DOC. Likewise, this process
monitors offenders in other jurisdictions that the
DOC has an interest in. This interest may be for
pending criminal charges, unserved portions of
sentences or immigration matters. The legal process
of filing Detainers may include time frames
mandated by law, requiring precise management of
this process.
Interstate Corrections Compact Provides a
process whereby correction departments throughout
the United States may exchange incarcerated
offenders. The process requires that agencies
formulate a compact agreement to ensure
compliance with sending and receiving states
statutes and regulations.
Offender Records Provides Central Office staff,
primarily Offender Services Classification personnel
with a paper file of all information relevant to each
inmate. Offender records maintains files on
approximately 181,000 inmates and parolees.
PRIVATE PRISON/LICENSING UNIT
The private prison/licensing unit is composed of 10
team members. TheColorado Department of Corrections
houses approximately 2,500 inmates in four privately
managed prisons. The case management staff provide an
Page 13
important liaison between the private and public sections.
This unit not only provides case management, training,
monitoring and disciplinary process assistance to the
private facilities, they also provide critical input for each
sector to ensure proper services are met through informal
audits. With the licensing requirements for the private
prison sector, this unit's duties and responsibilities will
dramatically increase accordingly with formal audits,
monitoring and review processes.
Additionally, no inmate from another state may be
received without the consent of the Department. Each
inmate's profile and classification level in the sending state
is reviewed by the private prison unit to ensure the
inmate's current status does not exceed the security level of
the receiving facility.
All inmates were returned from out of state
placements during 1998-1999.
Unit members also monitor inmates housed in
Colorado county jails under contract status.
CENTRAL TRANSPORTATION UNIT
The Department of Corrections centralized inmate
transportation in August, 1992 and in March 1997
expanded to the Western slope to service Delta
Correctional Center and Rifle Correctional Center.
The Central transportation fleet has expanded to
include 16 vehicles, six 40-passenger busses and ten 10-
passenger vans. The unit is comprised of 29 correctional
staff and one administrative assistant.
CTU transported 24,295 inmates traveling 237,708
miles in FY 98.
SECURITY THREAT GROUP MANAGEMENT
SecurityThreat Group Management is an integral
dimension of the Office of Offender Services inmate
management. STG encompasses identification, tracking,
risk identification and global networking. Currently, there
are 25 intelligence officers assigned to CDOC facilities
including YOS, Parole and Community Corrections. The
Security Threat Group manager is assigned to the Officeof
Offender Services in Colorado Springs. The STG manager
and intelligenceofficers are responsible for gathering and
disseminating intelligence within CDOC and outside
criminal justice agencies. Currently, there are 3,887
suspected, associate or gang members in the CDOC. STG
management utilizes the department's computer systemto
provide an automated validation/tracking system. The
intelligence provided in the database provides facilities
verified intelligence to assist in assigning inmates to
housing units, program assignments, work assignments, etc.
STG management also works closely with the Inmate
Drug Reduction Program. Criminal activity as well as
facility disruption is monitored by the STG manager and
IDRP, for referral to the proper jurisdictional authorities or
appropriate action by CDOC.
SECURITY AUDITING UNIT
The Security Auditing unit schedules and coordinates
Security, Life Safety, FoodService and Volunteer Services
Page 14
audits for all facilities within the Department of
Corrections. This department also oversees the Fire Alarm
and Fire Suppression testing of facilities. This office, under
the direction of Tom Lopez, is responsible for ensuring all
facilities within DOC are audited at least once a year. A
SecurityAudit measures compliance with current
Administrative Regulations. This encourages
standardization and consistent interpretation of DOC
policies. ASecurity Audit can identify weakness in a
facility control systemthat may be due to inadequate
procedure, equipment, training, poor staff performance, or
a combination of deficiencies. The Fire Alarm/Suppression
Program audited 14 facilities in 1998. This resulted in an
estimated maintenance savings of $120,000.
ACA STANDARDS
This office, under the direction of Carol Soares, is
responsible for ensuring that all DOC facilities, as well as
Central Office, comply with American Correctional
Association (ACA) standards. The American Correctional
Association provides national standards and areas of
compliance for correctional systems. The goal of this office
is to assist facilities in reaching accreditation as well as
conducting facility ACA audits. During 1998, this office
completed 14 internal audits, three accreditations and one
re-accreditation.
FOOD SERVICE
The Office of Food Service Administration coordinates
the department's food service delivery systems, which
prepared and served more than 10 million meals in 1998,
utilizing a staff of 209 FTEs (full time equivalents) and more
than 1,400 inmate workers. In addition to regular meals,
the department accommodates many therapeutic and
religious dietary requirements. Under the direction of Dona
Zavislan, Food Service Administration develops DOC's
Master Menu, monitors the food service budget and
coordinates capital equipment replacement. With a budget
of $10.8 million and at 93(t per meal, Colorado continues
to be innovative and is presently working on a
standardized, integrated information management system
for food service.
VOLUNTEER SERVICES
This office is directed by Reverend Lee Hendrix. The
Volunteer Services Programfunctions as a clearinghouse
for religious and educational support programs, as well as
coordinating the many volunteers who work within DOC
facilities. This office is engaged in rigorous recruitment of
rehabilitation programs, which enhance an offender's
chance of success upon release. In 1998, the religious
community provided the Department of Corrections with
18 full-time, and five part-time Chaplains. These 23
volunteer chaplains provided an estimated 39,728 hours of
service. Colorado Department of Correction facilities also
received an immeasurable amount of hours from
approximately 1,300 religious and non-religious
volunteers.
&J
This new administrative unit is nearing the completion of its first year of operation and has been
reorganized to improve service delivery. The office retains its position of reporting to the Director of
Correctional Support Services, Ben Griego, but is managed at the operational level by Bobby Johnson for the
DOC Armory, the Special Operations Response Team (SORT) and Emergency Response Team (ERT) training.
Major Charlie Watson now manages East Canon Complex Security Operations and the Canon Area Escape
Team.
DOC ArmOry/WeapOn Ranges This unit has become fully operational
within the fiscal year. Lt. Ben Perez was selected to occupy the position and has completed a system-wide
inventory of weapons and equipment, established relationships with facility-based armorers and purchasing
authorities and is yet in the process of streamlining the purchase-approval process for acquisitions. Together
with OSS management, Lt. Perez is working on the design, location and funding for an armory to serve the
entire system. This program is also responsible for the development and operation of the DOC Firearms
Training Facility at the Canon Complex. Within the year, this unit has finalized the planning and secured
funding to complete the automated targeting systems for the hand-gun range and improved the rifle range to
better serve the department.
fct-Cv* ieClirity Operations in this area began near the start of the current fiscal year and
include access control; facility perimeter patrols and inmate visiting reception and processing for the entire
complex. Additionally, patrol officers monitor the boundaries and open areas of the 5,600 acre complex and
are involved in the restoration program that is cleaning up the old-use dump sites on grounds. The visiting
program has improved equipment, especially busses and is contributing to the planning for a new building to
house its operation. Major Watson is involved in the design work and the master planning process that is
improving the traffic flow into and out of the complex.
tSCaDC I Cam Major Watson has assumed command for this unit and has updated the
activation packets that facilities use to begin fugitive recovery operations. The team maintains weapons
qualification levels on a quarterly basis and the Bloodhound program continues to improve. Asecond K-9
handler was hired and trainingfor both the handlers and the animals continues throughout the year. There
have been no serious escape attempts from any facility on the complex since the institution of the Bloodhound
program and the patrols conducted by ECCC Security Officers.
Special Operations Response Team (SORT) The team
delivered the 9th Basic SORT Academy within the fiscal year, adding nine new DOC officers to its roster and
training operators for the U.S. Army, El Paso County Sheriffs Office, and the Nebraska DOC. Monthly training
addresses the missions to which the team is assigned and individual operator skills continue to improve.
Lt. Jim Romanski, the Commander together with OSS Chief Bobby Johnson have designed a proposal to
regionalize the team to improve response times and service delivery capabilities.
1998 Annual Report Page 15
DIVISION OF CORRECTIONAL INDUSTRIES
Richard Schweigert, Director
DIVISION PERSPECTIVE
The Division of Correctional Industries operates 35 businesses in 13 prison facilities. Over $26
million in operating revenues were realized in 1998. Earnings generated from the sale of goods and services
produced by inmate labor cover all of the Division's operating costs.
The Division works as many inmates as possible, resulting in cost avoidance and lowered taxpayer costs for
incarcerating inmates. When compared to General-Funded alternatives, Correctional Industries results in a cost
avoidance ofapproximately $5000 per inmate for training and working offenders. The products from Correctional
Industries provide meaningful work and needed goods for selected markets. Educational programs are
incorporated into many Division cost centers to provide education for skills and necessary literacy prior to
employment.
Earnings from the sale of goods and services are reinvested into the capitalization and growth of Correctional
Industries. As accelerated numbers of inmates enter the system, the Division must also maintain and replace
existing capital equipment. Production facilities are indirectly provided by the Legislature through capital
construction projects allowing the Division to use its operating profits to pay for new and replacement equipment,
raw materials, accounts receivable and related operating demands for new and expanding business endeavors. As
with any business, cash needs to be available to expandexisting programs and the start-up of businesses in new
facilities.
The operation of profitable businesses within a correctional environment is the Division's basic task. This results
inthe performance of several activities which are not standard functions for private sector businesses. Amarginal
work history, poor work ethics and lowself-esteem is the state in which most offenders enter the Department of
Corrections. It is a continual challenge to motivate these inmates to become responsible to themselves and others
in order to learn habits and skills which allow them to become valuable to an employer, in or out of the
correctional system. Success, which is evident in Division programs, is measured by the ownership and pride an
inmate takes in a job well done. Supervisors act as role models and teachers in each Division work setting.
CUSTOMER FOCUS
Astrong customer focus is the key for continued growth in any business. All of us atJuniper Valley Products
realize that if we don't provide price, quality and service comparable to our competitors, we don't deserve the
business. We provideover 16 different product and service categories to our governmental customers, which allows
themthe ability to purchase more products from a single centralized choice. This "one-stopshop" approach helps
build customer loyalty and develops our reputation as a reliable vendor.
We continue to improve our ability to provide quality products at competitive pricing with dependable service
after the sale. This initiative has allowed Juniper Valley Products to expand sales to over 150 departments and
divisions within Colorado state government, and to most cities and counties located throughout Colorado.
City police departments, fire departments, hospitals, parks and recreation offices, county sheriff's offices, city
officials and countyclerk's offices (including business offices, public works, and road and bridge departments), all
are purchasingfrom us on a continuing basis.
We have compiled a comprehensive database of state and local government users and purchasing offices. This
database is used in conjunction with our on-line order tracking system which allows us to track orders from the time
received, totheactual delivery of every product. Customers will soon be allowed on-line access to this system to
track their own orders when they desire to do so.
We continue to build a staff with diversified talents who are dedicated to offering turnkey solutions to customers
with product and service needs. Juniper Valley Products strives to leverage our ability to establish relationships with
our customers and be known to all of our governmental customers as the "supplier of choice" for each of our
products.
The general expansion at Juniper Valley Products is to build customer satisfaction for all products and services
offered. At the same time, we expect to growby offering moreadvanced products and services as customer
requirements change. Most of the products now offered can be viewed through our internet home page. This site was
designed to allow access to all of our product offerings and to help our customers make purchase decisions from
their place of employment. Visit us at wwwcijvpcom. We would appreciate your comments via e-mail, telephone,
call or by letter.
We are poised to continue to meet the opportunities of the future. Through the improvement of existing products
and markets, the development of new products and services, and a commitment and investment in staff leadership
training, we will continue to fulfill our mission and goals and continue to be an increasing asset to our stakeholders.
Page 16
DIVISION OF CORRECTIONAL INDUSTRIES
I
ORGANIZATIONAL CHART
';!
DIRECTOR
Richard Schweigert
; xg::(:
t
OPERATIONS
Randy Jacobs
BUSINESS
DEVELOPMENT
Giles Spaulding
ADMINISTRATION
/FINANCE
Jack Laughlin
AGRIBUSINESS
L. D. Hay
FARMS
RECYCLING
GREENHOUSES
COMPOSTING
SOUTHERN
INDUSTRIES
Steve Smith
FURNITURE
PANEL
SYSTEMS
METAL
FABRICATION
PRINTING
REFURBISHING
ARTIFACTS
SIGNS
LICENSE
PLATES/TABS
DENTAL LAB
COMPUTER
MANUFACTURING
1998 Annual Report
SALES
I
FISCAL
OFFICE
NORTHERN
INDUSTRIES
Richard Watson
FORMS &
PUBLICATIONS
GARMENTS
LEATHER
PRODUCTS
T
GENERAL
SERVICES
INMATE
PERSONNEL
DISTRIBUTION
'
INFORMATION
SYSTEMS
CUSTOMER
SERVICE
PHYSICAL
PLANT
FLEET
SERVICES
Page 17
DIVISION OF CORRECTIONAL EDUCATION
The Division of Correctional
Education was created by statute
in 1990, its purpose to coordinate
resources devoted to academic
and vocational programs for
criminal offenders.
The Division oversees the
following academic programs:
Adult Basic Education
Computer Instruction
Computer Learning Lab
English as a Second
Language/GED
GED/Vocational programs:
Small Appliance Repair
Auto Body/Maintenance
Carpentry
Computer Graphic Design
Computer/Information Services
Computer/Office Technology
Custodial Service
Diesel Engine Maintenance
Dental Lab Technician
Drafting/CAD
Electronic Technology
Food Service
Heavy Equipment Operations
Horticulture/Landscaping
Illustration/Sign Design
Industrial Technology
Machine Trades
Office Equipment Repair
PrintingTechnology
Diverse Technology
Sheet Metal
Small Business Management
Video Production Technology
Welding
Special services programs:
Anger Management
Cognitive Education
Community Reintegration
Family/Parenting/Education
Library Services
Life Skills
Special Education
Impact of Crime on Victims
In FY 1998, 12,362 inmates
enrolled in Division of
Correctional Education programs.
Page 18
A total of 614 inmates received
GEDs. Another 1,599 received
vocational certificates. More than
83% of all inmates utilized library
services in DOC facilities,
checking out nearly 460,000
library materials.
Programs and Services:
The Community Reintegration
Program was developed to assist
paroling or discharging inmates
with the difficult task of
transitioning from life in prison to
life in the community. The
program is funded through three
funding sources, with the monies
being utilized to provide a
"seamless" delivery system.
In addition to general funds,
this program receives support
funding through the Colorado
Community College and
Occupational Education System
with funds provided by the United
States Department of Labor and
Education. Community
Reintegration staff first assess what
releasing inmates' current needs,
wants, and goals are. The degree
of assessment varies from inmate
to inmate but it evaluates major
life areas that are critical for the
success of an inmate's release
plan.
The employability of the
offender is dependent on the
offender's ability to fill out job
applications, develop resumes,
investigate potential employers,
and interview for job placement.
Occupational interest
inventories and interactive
computer programs are utilized to
provide further skill/ability
analysis and identify potential
educational and employment
resources. Finally, transitional
counselors assess the need for
community resources such as
food, clothing,
transportation/driver's license
preparation, housing, drug and
alcohol counseling and other
factors that are vital to ensure
success during the first 30-60 days
following release.
The results of this customized
assessment help the Community
Reintegration counselors
determine the scope of services
that will be provided to the
releasing offender.
Services Provided
Occupational Exploration
and Vocational Counseling
Labor Market Analysis
Coordination and
Connection to Community
Resource Providers
Employability Skill
Development
Job Placement and
Related Services
Educational Program
Placement
Community Outreach
Counseling
Inmates Served
During FY v98, including the
services provided at the Pre-
Release Center in Canon City, the
Community Reintegration
Program worked with
approximately 2,500 inmates.
Colorado enjoys great
benefits from the outstanding
efforts of the educators in this
division, working in secure
environments, often with a
difficult population, to enhance
the offender's chance to succeed.
CENTRAL ADMINISTRATION
1998 Annual Report
the Chief of Staff Robert C. Cantwell
Office of the Inspector General This office is charged with the
detection and investigation of crimes and criminal enterprises occurring within the Department of Corrections
as well as internal investigations of violations of administrative policy. In 1998, Robert C. Cantwell, Chief of
Staff, also served as the interim Inspector General. The unit consists of two Divisions, with investigators located at all major
facilities and in the Canon City complex. The unit has become increasingly pro-active and includes K-9 drug dogs for the
detection of narcotics. The inmate drug reduction program (IDRP) conducts urine screens on all inmates and is linked to the
disciplinary process as well as to drug courts throughout thestate. Also attached to the IG office is the Pre-Employment Unit,
which ensures that background investigations are conducted on all prospective employees.
Office of Planning & Analysis/Policy Administration
Under the direction of C. Scott Hromas, this Office is a research, evaluation, policy development, and information and data analysis
service unit for the DOC. The Office is organized into four units.
The general statistics, evaluation, and statistical analysis unit is responsible for analysis and reporting of official
offender data for the department, including offender demographics, sentences, classification, disciplinaries,
recidivism, admissions, releases, and paroleboarddecisions. This unit also monitors population projections, analizes
legislative impact studies and conducts evaluations as directed by statute or executive requests.
The specialized research and evaluation unit currently concentrates resources in drugand alcohol programs, sex
offender treatment and monitoring programs, the Youthful Offender System program, and the community
evaluation/audit program. Thedrugand alcohol research component does extensive evaluation of treatment programs
both within the department and interagency collaborations around the state's standardized drug and alcohol
assessment program. The sex offender treatment and monitoring research component does work in monitoring
offenders through the program and has done extensive research in the use of polygraph results in enhancing criminal history data and
supervision requirements of sex offenders. The research component of the Youthful Offender System program is relatively newand will
evaluate various programs across YOS from the residential setting to the last phase of community reintegration. The community
evaluation/audit program is part of a larger interagency work group that has the responsibility to evaluate substance abuse in the overall
Criminal Justice System. This work group will review and establish standards in definitions and performance measures among all
community substance abuse programs.
The policy administration unit monitors the drafting, review, audit, and annual review process for the department's administrative
regulations, the guidelines provided to DOC facilities, divisions and programs to ensure that all operations comply with federal and state
law, and accepted professional practice, governing corrections and ACA standards.
TheOffice of Planning and Analysis is responsible for the planning of newbed types as it relates to such areas as special populations,
offender classification, and department placement policy.
Legal SerVICeS This office, directed by Brad Rockwell, administers the Offender
Legal Access Program, manages all employee and offender litigation, acts as ADA coordinator, monitors the
Step III Grievance Officer, monitors departmental ACA compliance and coordinates legal inquiries by staff
and outside agencies with the Attorney General's Office. The Legal Access Program ensures that offenders
can exercise their constitutional right of access to the courts as mandated by law. The DOC continues to
become more fiscally efficient by utilizing CD-ROM technology in facility law libraries. The program
operates through the use of law libraries, a contract attorney, a program assistant and 10.5 legal assistants
who provided offenders with approximately 55,000 accesses during the 1998 fiscal year. During FY 98 this
Office processed in excess of 8,000 legal documents relatingto litigation.
Community Relations Under the direction of Liz McDonough, this office serves
as the primary point of contact and liaison 24 hours a day, seven days a weekfor the general public, local, state,
national and international media seeking information or access to the DOC. Community Relations coordinates
the department's public education efforts through tours and a speaker's bureau. The office receives an average
of 20-25 informational/assistance requests per day. Community Relations also supervises DOC's constitutionally
j mandated Victim Notification Program. In 1998, that program provided nearly 10,000 notifications to more than
3,000 victims concerning the status changes of more than 2,800 offenders.
Page 19
REGION I
Carl Zenon
BUENA VISTA CORRECTIONAL FACILITY
Gene Atherton
CENTENNIAL CORRECTIONAL FACILITY
Joe Paolino
COLORADO STATE PENITENTIARY
Donice Neal
FREMONT CORRECTIONAL FACILITY
Gary Neet
TERRITORIAL CORRECTIONAL FACILITY
Larry Embry
Canon Minimum Centers
Randy Henderson
Arrowhead
Correctional Center
Pre-Release Center
4 Mile
Correctional Center
Skyline
Correctional Facility
REGION II
Mary West
DENVER RECEPTION & DIAGNOSTIC CENTER
Bill Bokros
DENVER WOMENS' CORRECTIONAL FACILITY
Noble Wallace
COLORADO CORRECTIONAL CENTER
Al Bennett
COLORADO WOMENS- CORRECTIONAL FACILITY
Mike Williams
SAN CARLOS CORRECTIONAL FACILITY
Ernie Pyle
PUEBLO MINIMUM CENTERS
Ernie Pyle
YOUTHFUL OFFENDER SYSTEM
Regis Groff
u. jijwXi^
ARISTEDES W. ZAVAF
EXECUTIVE DIRECTC
COLORADO DEPARTMENT OF CORRECTIONS
ORGANIZATIO
DEPUTY DIRECTOR
Larry E. Trujillo
EXECUTIV.
Aristedes
LEGISLATIVE LIAISON
Richard Schweigert
STEP III INMATE GRIEVANCES
Frank Ruybalid
REGION III
Jerry Gasko
SUPPORT SERVICES ADMIN.
Ben Griego
Program Services
Dennis Kleinsasser
ARKANSAS VALLEY CORRECTIONAL FACILITY
I Juanita Novak
DELTA CORRECTIONAL CENTER
Bob Hickox
LIMON CORRECTIONAL FACILITY
Rick Soares
RIFLE CORRECTIONAL CENTER
Bill Boggs
STERLING CORRECTIONAL FACILITY
Robert Furlong
TRINIDAD CORRECTIONAL FACILITY
Irving Jacquez
At^v*^
CORRECTIONAL
SERVICES ADMINISTRATION
STANDARDS & AUDITS
Tom Lopez
Life Safety
Security
PPMIS
Volunteers
-Internal Audits
ACA
OFFENDER SERVICES
(Vacant)
^Timo Computation
Out-of-state Contracts
Disciplinary CODE
Case Management
Jail Backlog
Classification
In/Out Processing
Interstate/Inmate Compacts
Records
t Department Files
Dead/History
Archive
1Central Transportation
Medical
-Mental Health
Education
'Community Re
Medical Informatioi
Dental
IRecreation
DIRECTOR
IV. Zavaras
EXECUTIVE ASSISTANT
Nita Newland
itegration
CORRECTIONAL INDUSTRIES
Richard Schweigert
~ Manufacturing
-Agri-Business
'Customer Service
Sales
Marketing
Joint Venture
State Forms
Surplus Property
-Food Service
Diets
Equipment
Menus
Commodities
Raw Food
Preparation
mil T|RT$fo
CHIEF OF STAFF
Robert C. Cantwell
ADULT PAROLE SUPERVISIONS
Tom Coogan
Parole
Parole ISP
Interstate Parole/
Probation Contracts
1 Fugitive
PLANNING & ANALYSIS
Scott Hromas
POLICY COORDINATOR
'Evaluations
Analysis
' Statistics
Offender Reporting
'Program Evaluations
Bed Planning
I Administrative
Regulations
SPECIAL INVESTIGATIONS
Ken Lovin
t Pre-Employment Investigations
Special Investigations
COMMUNITY CORRECTIONS
Jeaneene Miller
Community Residential
Community (ISP)
YOS Phase II
-YOS Phase III
(Contract) Pre-Release
HUMAN RESOURCES
Madline SaBell
Employment Services
Operations
-Management Services
L-EEOC
Employee Relations
STAFF DRUG DETERRENCE
Christy Gonzales
t Applicant Drug Testing
Employee Drug Testing
INSPECTOR GENERAL
(Vacant)
Criminal Investigations
Internal Affairs
Inmate Drug Reduction
-Internal Audits
K-9
LEGAL SERVICES
Brad Rockwell
Litigation
Legal (Advisor)
Law Libraries
-ADA Coordinators
PARDONS & CLEMENCY
Mark Noel
COMMUNITY RELATIONS
Liz McDonough
Public Information
Media Relations
Special Events
Facility Tours
Speaker's Bureaus
STAFF DEVELOPMENT/TRAINING
Cherrie Greco
Training Academy
Basic Training
In-Service Training
NIC Coordination
-Specialized Training
-Firearms Qualification (Basic)
FINANCE & GENERAL ADMINISTRATION
Brian Burnett
Kathy Walker
BUSINESS OPERATIONS
Dennis Diaz
CANTEEN
Fran Fox
PURCHASING
Tony Diorio
h Development
Monitoring
COMMUNITY SYSTEMS
Christie Poole
STRATEGIC PLANNING & PROCESS IMPROVEMENT
Tom Crago
-Accounting
-Inmate Accounts
-Inventory
-Payroll ^^
INFORMATION SYSTEMS
Gary Saddler
Management Data Systems
LANS
Inmate Data Systems
Procurement
Contract
Review
^Warehousing
FACILITY SERVICES
Nolin Renfrow Tami Connelly
Capital Construction
Controlled Maintenance
Architectural
Life Cycle Cost
Facility Planning
Capital Needs
Strategic Planning
EqUai Opportunity/Diversity Officer In response to the Governor's call in
September, 1995, for "Diversity Plans for Employment of State Personnel," a full-time Diversity/Equal
Opportunity Officer, Philip N. Hernandez, was appointed to oversee DOC's efforts in this area. It is the
responsibility of this office to assist the department in increasing the representation of women, ethnic
minorities, and people with disabilities within the DOC work force. While progress has been made in
overall representation, the lack of women and minorities at higher levels in the organization continues
to be an issue. This office must also ensure that any allegations ofdiscrimination in DOC are promptly
investigated and serve as a resource to those investigating or responding to allegations of
discrimination. This office has been assigned the responsibility for coordinating and implementing out
of state recruitment.
The DOC is currently developing strategies to address recruitment and retention of minority staff for facilities and
offices in remote, rural parts of the state. As part of that effort, this office coordinates the recruitment of new staff through
jobfairs at state colleges, military installations and community programs. This will become a critical issue in the next five
years as the DOC recruits for staffing of the mega-facility (2,445 beds) at Sterling and future additions to the DOC.
DOC Human ReSOIirCeS The Department of Corrections Office of Human
Resources includes four major units devoted to customer service. Employee Relations, which includes the
Help Desk, Workers' Compensation Benefits, and employee grievances; Employment Services, which
includes Applicant Data System (ADS), job analysis, classification, selection; Management Services, which
is devoted to EEO/Diversity Planning, recruitment, performance appraisal; and Operations, which includes
employee orientation, hiring new employees, promotion, transfers, employee reporting, tracking and
records management.
Under the leadership of Madiine SaBeli, Director, the underlying concept of all HR/Personnel activities is that friendly,
helpful services are available and provided toAppointing Authorities, employees and to the public by the DOC Human
Resources Office.
'COLORADODEPARTMENT,
OFCORRECTIONS
STAFFING
December31,1998
Page 22 Colorado Department of Corrections
FINANCE & GENERAL ADMINISTRATION
w
Brian Burnett, Director
Strategic Planning/Process Improvement
Adepartment-wide planning and project tracking system, under the direction ofTom
Crago, is the core responsibility or this office. The office develops and publishes a
DOC Strategic Plan every two years, guides the development of a Management Plan for each
organizational unit annually, and reviews Quarterly Reports from those units. The office provides related
support totheTraining Academy and operating units ofthe DOC, as needed. During our change of
Governor, and the Department's Executive Director, this office prepared extensive briefing documents for
the officials involved.
Canteen Operations The DOC Canteen (Central and
Northern), provides merchandise throughout the State of Colorado to those inmates with adequate
personal funds. This merchandise complies with security restrictions at each facility. It also contracts and
manages vending services for visiting rooms within each facility. Under the direction of Fran Fox, the
Canteen now has sales of $5,346,118 and receives $39,929 in vendingcommissions annually.
Net profits from sales and commissions are placed into the Canteen and Library Fund for reallocation
to the facilities for recreational activities and equipment purchases, as well as inmate libraries and
educational programs.
DUuget ^"^ This office prepares, explains and defends the annual Department of Corrections
budget request to theJoint Budget Committee, the Governor's Office of Planning and Budgeting, the
General Assembly and the public. Responsibilities include setting and distributing allocations, monitoring
expenditures of operating units, preparing financial analysis for internal and external distribution, and
providing fiscal impact statements on pending legislation to the Legislative Council. Business Managers
supporting facilities and divisions, provide financial and policy assistance with guidance from the Budget
Office. Under the direction of Budget Director Kathy Walker, this unit ensured fiscal responsibility for the
DOC's $338.9 million operating appropriation in FY '98.
K
Business Office/Accounting The centralized business office,
reporting to DOCController Dennis Diaz, is composed of the following sections: ACCOUNTS
PAYABLE processes all non-payroll expenditures; ACCOUNTS RECEIVABLE records the billing
and collection of revenues generated by the DOC's enterprises, parolee restitution payments -
$942,000 in FY '98 and miscellaneous receivables, and prepares statutorily mandated reports on
collections and restitution; CASHIER receipts and deposits all cash, arranges parole and discharge
payments to departing inmates, and processes miscellaneous disbursements from wardens' revolving
accounts; GENERAL ACCOUNTING maintains and controls the accounting records, reports,
manages grant accounting, and performs ad hoc analysis and reporting; and INMATE BANKING
maintains the inmate trust fund, enters all inmate financial transactions into the banking system,
supervises inmate bank policy and internal controls. Payroll exists to ensure the accurate and timely
payment of earnings to DOCstaff. Among the functions performed by this officeare: calculation of gross pay, calculation
of shift differential, state benefit deductions, personal deductions, retirement assistance, processing of workers
compensation claims and deductions and processing of short term disability applications.
Purchasing & Warehousing The purchasing office, under the direction of Tony
DiOrio, assists DOC personnel in procuring the goods and services necessary to satisfy the needs and
mission of the department. In complying with the State Procurement Code and the Procurement Code
of Ethics, this office ensures equitable treatment of all vendors who participate in the state's purchasing
program; fosters fair and open competition for DOC's requirements; and maximizes to the full extent
practical the purchasing value of public funds. The Warehouses receive, store and distribute goods
needed to support the facilities and operations of the department.
m **v Hi
V-OmmUniCatlOnS The communications office, under the direction ofChristie
Poole, oversees and services the department-wide telecommunications system and equipment for staff and
inmates. Technical expertise is available in theareas of: staff voice communications, radio systems and
equipment, cellular telephones, pagers, hardware and cable planning, microwave communications, video
teleconferencing and the Colorado Inmate Phone System. Direct interaction with the state Division of
Telecommunications ensures that the DOC operates effectively andefficiently within guidelines established
by the state.
Information Technology Under the supervision of Director Gary Saddler, the mission of
" the Office of Information Technology is toenhance departmental operations by providing accurate and
concise information that is accepted throughout the criminal justice system. The Department of Corrections
is oneoffive agencies who have worked together in thedevelopment ofCICJIS (Colorado Integrated
Criminal Justice Information System), a statewide initiative to enhance information sharing between and
among criminal justice agencies furthering the protection of public safety. Information Technology
continues its initiative to reduce paperwork byconverting to computerized systems for data input, retrieval,
communication and analysis. Additional initiatives include thedevelopment ofapplication systems to bring
more decision support capabilities tothe department, as well as bringing more user developed reporting to
thedesk top. With theapproach ofYear 2000, Information Technology staff are taking the necessary steps
to ensure that computer-based systems operate properly in the Year 2000 and beyond.
Facility Management Services The office of
Facility Management Services (FMS) mission is to be a high performance team that supports the CDOC
mission and provides responses that are timely and cost effective to build, operate and maintain, under
the leadership of Nolin Renfrow, Director.
In 1998 FMS was responsible for Administration of over $400 million in Capital
Construction/Controlled Maintenance projects. This amounted to continual reporting, tracking and
project representation of 85+ contracts on 73+ projects; while striving to maintain open lines of
communication with facility staff. With a limited staff resource, FMS looked at improving the processes,
and participated in the Process Improvement Teams operative. Working as a process improvement team
involved re-alignment of responsibilities and duties, and resulted in accomplishment of the task.
ROLES/RESPONSIBILITIES TEAM This teamdeveloped the FMS Office Procedures Manual which was
referenced inthe development of the State Buildings Programs procedures.
CONTRACT PROCESSING focused on improving timely contracts and payments. With Accounts/Control
signature authority delegation for Change Orders, theoffice processed over 250 change orders within a two-day
turnaround. In FY 98, FMS encumbered $125,266,466 in contracts. This unit routed 448 contracts consisting of
architect/engineer, consultant, construction, as-needed, escrow, inter-governmental, novation, and ADA agreements;
change orders, amendments, and supplement.
CONSTRUCTION SCHEDULING provides accurate reporting andforecasting of a projects' progress through the
management of time, cost and resources for the purpose oftimely completion, accountability and within budgetary
constraints. Scheduling training was provided; scheduling software and specification improvements are underway.
MASTER PLANNING is a continuous analytical process, which involves evaluation of factors affecting the present
and future physical development of a facility or complex. Improvement options included facility standards
development; criteria for siteselection/zoning/demographics; guidelines for Project Directives (AR 100-10); and
cataloging of existing drawings.
TRAINING The Training group worked on expanding computer technology experience. FMS purchased
Microsoft CD-ROM tutorials to help attain these goals.
Nolin Renfrow attended the 1998 National Construction Management Conference in St. Petersburg, FL, where FMS was
honored and awarded for Excellence in Government. Also noteworthy, Renfrow was asked to be a speaker at this year's
conference to be held in Lubbock, TX.
LeglSlatlVe LiaiSOn This position is primarily responsible for effectively handling all aspects of a
politically based agenda for the department. This includes implementing political strategies developed by the executive staff of the
department. During a typical legislative session, some 700 bills are introduced and all are reviewed to determine any potential
impact on the department. At any one time approximately 60 to 80 bills affect the DOC in some way. This position also serves as
an advisor to department staff on the legislative process and drafts DOC legislative initiatives in consultation with the Executive
Director. In 1998, Richard Schweigert served as the department's Legislative Liaison, before being appointed Director of the
Division of Correctional Industries.
DIVISION OF ADULT PAROLE SUPERVISION
The Division of Adult Parole
Supervision assumes the responsibility
of the successful reintegration of the
offender back into the community. This
is achieved through the close
supervision of, and assistance to, the
offender in the areas of employment,
treatment, residential support, and daily
life skills while always considering
public safety foremost. This balance is
one of the challenges that parole
officers face daily.
The Division currently maintains 12
office sites statewide. These are broken
into four Regions and Headquarters.
Denver Parole Operations, Northeast
Parole Operations (based in
Westminster), southeast Parole
Operations (based in Colorado Springs),
and Western Parole Operations (based
in Grand Junction) act as the Regional
Hubs with satellite offices in
Englewood (home of the state's largest
Intensive Parole Supervision (ISP)
operation), Pueblo, Canon City,
Longmont, Fort Collins, Greeley and
Durango. Parole Headquarters is
located in Lakewood and also houses
Parole's Interstate Compact Operations.
Approximately 3,000 offenders are
currently being supervised by Parole at
this time while another 1,000 are being
administratively supervised in other
states by the Interstate Compact office.
These numbers are expected to grow as
a result of the Mandatory Parole Law
that was enacted by the Legislature in
1993. Projections vary by year but as
DOC grows, so grows Parole. The
Division's total budget for the fiscal
year 1997-98 is $6,720,987. This figure
operates an organization of 110 staff,
approximately 85 of those parole
officers.
Under Division Director Thomas E.
Coogan, Parole readies itself for the
new century in the technological field
as well as the planning and
management of Division growth. A new
telephone call-in system has been
implemented in the Intensive Parole
Supervision program. This system takes
calls and messages from parolees on
ISP and is capable of leaving individual
messages for the offender as well.
Parole officers can access this system
1998 Annual Report
Thomas E. Coogan, Director
from the field with their cellular phones
and receive and transmit data through
the use of their laptop computers.
These innovations allow the officer to
complete more of their work in the
field where they can be more effective
in supervising the parolee and
establishing collateral contacts.
Another innovation that Parole is
currently exploring is the Global
Positioning Satellite (GPS) system.
Basicallythis employs a transmitter
worn by the parolee that would allow
the tracking of this offender as well as a
record of places that the offender has
been in the past. There is also the
capability of programming in certain
areas in the community that would set
off an alarm should a parolee travel
within or close to those areas. This
could prove especially valuable in
protecting prior victims as well as
protecting children at school and at
play fromsexual predators. Although in
its infant stages, there seems to be no
doubt that this technology will be
utilized in the very near future.
Technological advance may
streamline the parole officer's work in
some cases but it cannot replace the
one-on-one rehabilitative work that
officers invest in their parolees. As the
Division strives to learn what methods
and treatments prove most effective in
working with parolees, more emphasis
has been placed on collecting data and
establishing performance outcome
measures. This allows Parole to
substantiate their claims as to what is
the most efficient and effective routes
to pursue. This proves valuable when
justifying budget requests made to the
Joint Budget Committee.
Far removed from these
administrative maneuverings are the
Parole officers who must face an
increasingly dangerous offender and
environment. As fully commissioned
peace officers, parole officers also act
as counselors, and investigators as they
supervise the most dangerous people in
Colorado. On a daily basis, officers
attempt to determine which parolees
are seriously trying to rehabilitate
versus trying to intervene before those
who are not serious victimize others.
No other job offers
these challenges.
Specialization of certain offender
caseloads as well as programs has
shown to be an effective trend. Officers
are assigned caseloads that can be
primarily gang offenders or drug
offenders. Even more established are
the following specialized units:
Intensive Supervision Parole (ISP) -
This program is designed for the higher
risk offender who otherwise might not
be out on the street. This is a highly
structured supervision which includes
the use of electronic monitoring (ankle
bracelet) and the new Call-in system.
Parolees on ISP call in with their daily
schedules and see their parole officer
weekly. Theyabide by curfews, are
involved in treatment, and are checked
on more frequently than if they were
on regular parole. It is hoped that the
parolee can establish a positive, crime-
free routine while in this program.
Fugitive Investigation and
Apprehension Team (FIAT) - Certain
officers are assigned the responsibility
of locating and apprehending parolees
who abscond from supervision. These
units work closely with local law
enforcement agencies in an attempt to
protect the public from fugitives from
justice.
Risk Assessment Management Team
- Aprogramof parole officers and
supervisors specially trained in the
supervision, treatment, and monitoring
of sex offenders, chronically mentally
ill, developmentally disabled, and high
profile parolees. The supervisory
standards for this caseload also exceed
regular parole.
It has been extraordinary to observe
the evolution of Parole over the last
five years. The complexities and
sophistication required to performthese
duties combined with the management
of an organization that is experiencing
unprecedented growth make these
exciting times. The dedication of the
individual staff members is what makes
it all work. There is no doubt that the
Division of Adult Parole Supervision is
ready and excited to face the
challenges of the 21st century.
Page 25
HBaSaSSSSSSSSi
The Division of Clinical
Services is responsible for
providing medical,
dental, mental health, and drug and
alcohol services to inmates in
Colorado correctional facilities.
The department maintains a program
of coordinated clinical services that
provide quality care at a reasonable
cost. Care is provided within
recognized professional standards.
Correctional health care is not
immune or sheltered from the
skyrocketingcosts of health care
elsewhere in American society. The
philosophy of the division involves:
To continually update our
understanding of correctional
dynamics as well as trends in
local and national health care
environments.
To continually assess Clinical
Services' strengths, weaknesses,
opportunities and visions for the
future.
To chart future directions that will
allow this Division to exploit
opportunities to achieve its
mission in the most efficient and
effective way possible.
It is the intent of Clinical
CLINICAL SERVICES
Dennis Kleinsasser, Ph.D., Director
Services to provide authorized
medical services through the use of
standards of care, critical pathways,
and outcome research in an effort to
meet community standards of care.
The Division of Clinical Services
provides a diagnostic process that
systematically identifies inmate
needs, refers the inmate for
appropriate clinical services and
provides an initial data base for
evaluating program effectiveness at
the Denver Reception and Diagnostic
Center.
In a highly competitive
environment, Clinical Services strives
to recruit and maintain an adequate
level of licensed, professional staff,
and a sufficient quantity and quality
of space and equipment to meet
court-mandated standards, American
Correctional Association standards
and Professional Clinical Standards.
In 1996, a managed care
program was initiated with a non
profit health maintenance
organization to manage all outside
hospital and specialty care. This
program will help ensure quality care
that is efficient.
Health care management re
quires a sensitivity to our inmate
population. This compassion led
clinical services staff at the Colorado
Territorial Correctional Facility (CTCF)
where we manage a full-service 32-
bed infirmary, to institute a hospice
program. With the cooperation of the
correctional management of the
facility, this hospice allows a
liberalized visitation policy for family
members and inmate friends of the
terminally ill.
Clinical Services provides
specialized programs for chronically
mentally ill inmates, chemically
dependent inmates and sex offenders.
Through a joint program with
Education and Correctional
Industries, inmates make all the
dental prostheses used by inmates.
Our role also extends to the
community through specialized case
management for chemically abusive
inmates such as Treatment
Alternatives to Street Crime.
20,000
AVERAGE JURISDICTIONAL POPULATION
FISCAL YEARS 1994 THROUGH 1998
18,000
16,000
14,000
12,298
1
12,000 -%<fg
2,673
10,000
8,000
6,000
9,622
4,000
2,000
1994
Page 26
10,564
11,019
1996
FISCAL YEAR
12,205
4,147
13,242
I I INMATE POPULATION
W\ PAROLE POPULATION
Y.O.S. POPULATION
DOC'S SPECIAL PEOPLE IN 1 SSS
FCF'S BUCK FRIEND
IS 98'S TOP DOC EMPLOYEE
Captain Friend began his service with the Colorado Department of Corrections
in 1977 as a Correctional Officer 1 at the Colorado Territorial Correctional Facility
and transferred to Fremont in April of 1978. He rapidly promoted through the
ranks and is currently the facility representative to the central Emergency Plan
Committee, heads up Security Services and is also the facility Emergency
Coordinator. He has taught various DOC courses including Chemical Agents,
Emergency Planning, Use of Force and Firearms.
Captain Friend always has timefor praise when a staff member is deserving. He
possesses the honesty to tell someone the truth so they can learn from their
mistakes. This helps everyone to do a better job and operate a more efficient
facility.
Captain Buck Friend is a role model to staff and inmates alike. Hesets a standard
of professional behavior for Fremont Correctional Facility, as well as the State of Colorado
to present FCF's Buck Friend as our Employee of the Year.
Captain Buck friend
The DOC is proud
SWAY HONORS DOC EMPLOYEES
Doreen Webb was recognized by State Workers Advocating for Youth (SWAY) for her involvement with the
Colorado Springs' Muzzle Loaders Association. Irene &Jim Sturgeon were presented with a SWAY award for
their ten years of involvement with Boy Scouts and Girl Scouts.
Doreen has been involved for the past 18 years in a variety of programs aimed toward groups of children
including Girl and Boy Scouts, churches and schools in Fremont County. She portrays women of thefur trade
era (1 750-1 840). This includes a demonstration of life during this time, including the role of women in the fur
trade and the settlement of the west. She also teaches children about the Native American Culture of the era,
displays items of the era and teaches gun safety.
Jim was a Boy Scout Master while stationed in Japan. Heand Irene worked together with their troop as well
as area wide events and a cross cultural event with Japanese troops. The most significant contribution they
made to the area scouting program was in recruitment. They started the year with eight boy scouts and ended
the year with five adults and 45 Boy Scouts.
Two years ago, both Irene and Jim decided to start Boy and Girl Scouts in Guffey, Coloradowhere they live.
Prior to that time, there had been no scout troops. This implementation involved getting the area councils
involved, as well as recruiting and
training parents. Currently, Irene is
the Leader of a Junior Girl Scout troop
and the Den Leader for her son's Cub
Scout Troop. Jim is the Cub Scout
Master for the Guffey area.
Jim has been involved in the Boy
Scout movement most of his life.
Irene's involvement started as an
adult.
The Department of Corrections is
proud of all three employees, and
their personal contributions to their efi to tiqM: findre Vettigrew, director of Qeneral Support Services; DOC Executive Director
communities! firi Zavaras, Staffers Doreen Webb, Irene &fim Sturgeon
Colorado
Department of
ions
1998
by the numbers...
1HT DIM
350
_300
250
_200
150
1991 1992 1993 1994 1995 1996 1997 1998
1998 Annual Report
Page 29
COMMITMENTS
Commitments
byCounty
Fiscal Year 1993 l
Fiscai Year 1998
'Ethnicity ofCommitments
Fiscal Year 1993 Versus A
Fiscal Year 1998
Page 30
TEWKSEXn
Hispanic
' African-American
'NativeAm. indian
Asian
Unknown
TOTAL
Commitment Felony
Class Distribution
Fiscal Year 1993 Versus
Fiscal Year 1998
COMMITMENTS, CON'T
Court Commitment
Most Serious Offenses
1Fiscal Years 1997&
TOTAL I4235J 448/48/8/100.0%/4884/ 486/4820/100.0%/ 3.0%j
COMMITMENTS - CON'T
IAgeofCourt Commitments\
Fiscal Year 1993
Versus Fiscal Year 1998
AVERAGEAGE(yrs.)
MEDIANAGE (yrs.)
PERCENTUNDER25 YEARS
PERCENT40YEARS&OVER.
$aHINKl
Page 32
o
I
u_
O
LU
O
DC
LU
DL
6.0%
5.0%
4.0%
3.0%
2.0%
1.0%
0.0%
5.9%
COMMITMENT OFFENSES
y@p fowe vnoojENnr ftflOMDinriMiEiNnr ffumses
FV 8J? So FV
O.O /o
5.4%
5.3%
4.7%
4.0%
2.7% 2.7%
SEXASSLT ATT/CONS/AC ASSAULT MENACING ROBBERY'
FISCAL YEAR 1997 FISCAL YEAR 1998
Robbery includes simple and aggravated tobbery.
25.0% ,
23.2%
TOIP F0W1 MM=WOUI[iOT (MJIMIDTTlMlEINnr FF1NK
24-2% Rf m ^So fv m
20.0%
O
15.0%
g 10.0%
DC
LU
Q_
5.0%
0.0%
1998 Annual Report
10.4%
DRUGS ATT/CONS/AC
FISCAL YEAR 1997
8.0% 8.1%
7.4% 7.5%
6.2%
6.6%
THEFT ESCAPE/CNT BURGLARY
FISCAL YEAR 1998
Page 33
Page 34
PRISON POPULATIONS
45.0%
40.0%
35.0%
_i
f 30.0%
O
\-
y- 25.0%
O
g 20.0%
O
15.0%
Q_
10.0%
5.0%
0.0%
45.0%
40.0%
35.0%
_i
f 30.0%
O
H
u- 25.0%
O
Zj 20.0%
O
85 15.0%
Q_
10.0%
5.0%
0.0%
INMATE POPULATION AGE DISTRIBUTION
AS OF JUNE 30, 1998
34.5%
29.3%
2.1%
1.0%
44.6%
35.9%
20.1%ig-3o/o
fetf..*'-
885%
7.4%
5.8%
15-19 20-29 30-39 40-49 50+
MALE POPULATION FEMALE POPULATION
INMATE POPULATION DISTRIBUTION
JUNE 30, 1993 VS. JUNE 30, 1998
38.6% 38.4%
36.5%
34.1%
20.0%
15.8%
7.4%
5.3%
1.9%2.1%
s!f;
15-19 20-29 30-39 40-49 50+
June 30, 1993 Population June 30, 1998 Population
k
7,000
6,000
5,000
4,000
3,000
2,000
1,000
1992 1993 1994 ' 1995 ' 1996
FISCAL YEAR
TOTAL ADMISSIONS AND TOTAL RELEASES
6,192
1997 1998
DuafCommit/State Hosp/taf
fnterstate
SUBTOTAL
um/t/State Hosp/taf / // Of // 0.0%/ 2/ 0/ 2/ 0.0%/ AJ/A M
Compact / to/ ft ft/ Q.2%/ 8/ f/ 9/ 0,f%/-fQ.2%M
/ ft/ t / t2/ 0.2%/ tO/ t / ft / 0.2%/ -O.J%Mf
TOTAL
tctcnl wowsavo^s,-.
J523Q/ 535 j5765/fOQ.0%J5602/ 590 j 6t92/fOO.O%i 71%{
I
1998 Annual Report
ADMISSIONS
RELEASES
Page 35
ADMISSIONS/RELEASES, CON'T
ADMISSIONS/RELEASES, CON'T
l^Sl** k* ': ,*i,*J
S* $ WKIMS liv \V$if
PRISON EXPANSION AND CONSTRUCTION LEGISLATION (*)
* _=^^_^^J
FACILITY
LE G I SLAT ION TOTAL TOTAL
BEOS APPROPRIATION I LB. 94-1340 H.B. 95-1352 H.B. 97-1244 1LB. 97-1358 1LB. 98-1401
Delia Correctional Center 7.482.201) 180 $7,482,200
Denver Women's Corn Facility I7.5W.8I ft 13.159.760 67.065,770 9(H) 97,825,346
Colo. State Penitentiary 19.546.250 340.000 250 19.886.250
Sterling Corr. Facility 37.500.000 40,427.119 2.000,0()0 26,780,000 63,138,688 2,445 169.845.807
Arrowhead Corr. Center 2.59ft.4ft() 120 2.596.460
Colo. Territorial Corr. Facility 4.584.3(H) 94 4.584.3(H)
Four Mile Corr. (.'enter 10.031.328 7.922.967 480 (-300) 17,954.295
Fremont Corr. Facility 23.234.400 363 23.234.4(H)
Pueblo Minimum Center 641.088 28 641.088
Rifle Correctional Center 6,800,000 3.632,277 (1) 192 (-150) 10,432.277 (1)
San Carlos Corr. Facility 423.360 250 423.360
Trinidad Corr. Facility 2,4(X).00() 29,950.000 2,529.100 480 34.879.1(H)
Ituena Vista Minimum Complex 14.078,764 292 (-214) I4.078.7W
Youthful Offender System 25.245.900 11.085.824 480 36.335.324
Additional minimum beds 24,000,000 24,(H)0,000
Training Academy (CMHIP planning) 165,000 165.000
TOTAL $131,377,766 $90,714,695 $78,785,675 $30,752,277 $132,733,558 6,554 (-664) $464,363,971
* Hie legislation listed may include additional funding for operating, controlled maintenance, life safety
and other expenditures not reflected in this table.
(1) Includes S228.892 appropriated in H.B. 93-234.
COMPARISON OF PRISON POPULATION PROJECTIONS AS ISSUED
BY DIVISION OF CRIMINAL JUSTICE AND LEGISLATIVE COUNCIL
25,000 25,000
20,000
15,000
14,154
10,000
20,000
19,609
15,000
Dec 98 - Division of
" Criminal Justice
hi Dec 98 - Legislative
Council
- 10,000
12-98 6-99 12-99 6-00 12-00 6-01 12-01 6-02 12-02 6-03 12-03 6-04 12-04 6-05
1998 Annual Report
Page 37
INCIDENTSUMMARY
Calendar Years
1995through 1998
/nmate Assaults on Staff
/nmate Assaults on Inmates
Inmate SexualAssaults on Inmates
Fighting
Self-InflictedInjuries
Inmate Deaths byMurder/ Homicide
Inmate Deaths bySuicide
Natural/Accidental Deaths
Unknown Cause ofDeath
TCJTOKTCbWOBRR^
Page 38
ESCAPE RATES
1/5 of 1994 levels.
ESCAPESBYLOCATION,
CALENDARYEAR 1998
Colo. State Penitentiary
Centennial CorrectionalFacility
Limon CorrectionalFacility
Arkansas Valley CorrectionalFacility
Buena Vista CorrectionalFacility
Colo. Territorial CorrectionalFacility
Fremont CorrectionalFacility
ArrowheadCorrectionalCenter
Buena Vista Modular Unit
FourMile Correctional Center
Pre-Release Correctional Center
PuebloMinimumCenter
Skyline Correctional Center
ColoradoCorrectionalCenter
DeltaCorrectionalCenter
RifleCorrectionalCenter
Colorado Corr. Alternative Program
Colo. Women's CorrectionalFacility
DenverReception &Diagnostic Center
Denver Women's CorrectionalFaci/ty
SterlingCorrectionalFacility
San Carlos CorrectionalFacility
SUBTOTAL
\fcfc tft^K^^k^bH^
Bent County CorrectionalFaci/ity
Minnesota Prairie CorrectionalFacility
Huerfano County CorrectionalFacility
Crowley CountyFaci/ity
Kit Carson CountyFaci/ity
CountyJa// Contract/Jai/Back/og
SUBTOTAL
ttNKttMRTOMSftc&\
TOTAL ESCAPES-1998
Ow\Ao-ôwx\ V^
f
total
NtA.CVJt&Ê&
/4265/ 5.4/485/ 4.8/4Z5Q/ 5.3

1998 Annual Report
Page 41
RecidivismRates
Three YearReturn
Releases for Calendar
1994& 1995
Parole
MandatoryParole
Probation
Court OrderDischarge
Sentence Discharge
Comparison ofInmate
Custody Classifications
as ofJune 30, 1994
through June 3Q, 1993
9XY\$ok< ^s.wx>\>i \aKNNâ&.
Ad. SegJMax/Close
Medium
Restr/cted-M/n/mum
Minimum
Page 42
Percent ofPopuiation
PastP.E.D *
Average incarceration
Time to Date (months/
Average Govern/'ng
Sentence /months)*
143.7
OffenderProfile
byGender
as ofJune 20, 7998'
\>axo\fe ^vxcgjci'KxXs} <ax 4&&v s&xfcaxvcfes^ ewNwcte^
1998 Annual Report
Cover Legend
1 - Arkansas Valley CorrectionalFacility
2 - Four Mile Correctional Center
3 - Centennial Correctional Facility
4 - Colorado Women's Correctional Facility
5 - Youthful Offender System
6 - ColoradoTerritorial Correctional Facility
7 - Colorado State Penitentiary
8 - Pueblo Minimum Center
9 - Skyline Correctional Center
10 - Community Corrections
11 - Training Academy
12- Denver Reception &Diagnostic Center
13- LimonCorrectional Facility
14 -BuenaVista Correctional Facility
15 - Youthful Offender System
16 - Pre-Release Correctional Center
17 - Rifle Correctional Center
18- Trinidad Correctional Facility
19 - Sterling Correctional Facility
20 - Arrowhead Correctional Center
CSP is in the background
21 - Delta Correctional Center
22- Z, the Bloodhound
The 1998 Colorado Department of Corrections Annual Report
was published by the DOC Office of Community Relations.
Special thanks toJuniper Valley Printing Services
at Centennial Correctional Facility
for their graphic andprinting expertise andassistance.
Statistical information was provided by the Office of Planning &Analysis.
Copies may be obtained from:
2862 South Circle Drive
Colorado Springs, CO 80906

1998 Colorado Dept of Corrections Annual Report

Transféré par

Informations du document

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

Formats disponibles

1998 Colorado Dept of Corrections Annual Report

Transféré par

Droits d'auteur :

Formats disponibles

TABLE OF CONTENTS

Map of DOC Facilities A

Vous aimerez peut-être aussi