Header:
CODE OF RHODE ISLAND RULES
AGENCY 06. DEPARTMENT OF CORRECTIONS
SUB-AGENCY 060. ADMINISTRATIVE POLICY AND PROCEDURES
CHAPTER 008. PHILOSOPHY, GOALS AND OBJECTIVES
Date:
08/31/2009
Document:
06 060 008 PHILOSOPHY, GOALS AND OBJECTIVES
RHODE ISLAND DEPARTMENT OF CORRECTIONS
ADMINISTRATIVE POLICY STATEMENT
NUMBER: 1.02.01
AREA: GENERAL MANAGEMENT
SUBJECT: DEPARTMENT OF CORRECTIONS PHILOSOPHY, GOALS AND OBJECTIVES
DIRECTOR...........
ASSISTANT DIRECTOR
I. AUTHORITY
R.I.G.L. Title 42, Chapter 56
II. PURPOSE
To define the basic philosophy, goals and objectives through which the Rhode Island Department of Corrections proposes to meet its responsibility to the public, so that staff, clients and the public may properly judge and relate to these intentions and the programs designed to implement them.
III. POLICY
Every agency of government owes its existence to a public need which has been identified and voiced. As such, every agency has a responsibility to document its understanding of that need as well as how it intends to meet it.
As a member of the criminal justice system, the basic mission of the Department of Corrections is the protection of the public from crime. Therefore, every function, activity or program conducted by the Department of Corrections must ultimately, either directly or indirectly, relate to that single mission - the protection of the public from crime.
While other goals such as retribution or punishment for vengeance may satisfy some, they are not appropriate parts of our mission since they offer no public protection.
There are three means by which a correctional system can protect the public from crime. The performance of these three functions gives corrections its identity as a distinct segment of the criminal justice system.
The first means is by confining dangerous persons away from the community through incarceration. The second means is by deterring potential criminals through fear of prison sentences; and the third means is by fostering the rehabilitation of individuals while under sentence or under probation or parole supervision to decrease the possibility of further criminal acts in the community. These three functions, therefore, constitute the goals of the Department of Corrections.
IV. GOALS DEFINED
The three major goals of the Rhode Island Department of Corrections are as follows:
GOAL ONE: TO PROVIDE FOR THE SAFE, FAIR, ORDERLY AND HUMANE CONFINEMENT OF PERSONS DEEMED TO BE DANGEROUS BY THE COURTS, THEREBY SEPARATING THEM FROM THE PUBLIC.
a. Discussion
While confinement is the key word associated with Goal # 1, it must be accomplished in a manner which is legal; equitable; humane; and safe for both incarcerates and staff alike. This means recognizing individual human worth and requires creating conditions of safety and security, while eliminating an atmosphere of fear and disorder. This requires the development and consistent application of rules and regulations designed to provide individuals with safety from other potentially dangerous inmates as well as from potential abuses by the system and its staff. It further requires the recognition of each inmate's right to basic human needs, such as adequate food, clothing, shelter and the elimination of potential health and environmenta hazards during the period of confinement.
The level and type of confinement required by each individual must also be continuously assessed and reappraised, so as to avoid excessive and wasteful investment in prison housing, and to ensure that an incarcerate is subject to no more coercive restraint than necessary. This requires the maintenance and on-going utilization of a proper and deliberate classification process and a corrections system that provides for a wide range of supervision, isolation and security so that people are classified properly as to their security needs.
The system must also continuously test and reappraise those in its jurisdiction to determine whom it must continue to isolate from the public and whom it should return to the community.
Finally, justice and equity must be mandatory in all areas of practice. Therefore, the following conditions must exist:
1. Persons must not be discriminated against on the basis of racial, ethnic or religious concerns.
2. All decisions/actions which affect a person's welfare must be taken on a professional, rational, objective and non-arbitrary basis.
3. When penalties or controls are necessary, they are administered in a manner that is constitutional and consistent with the practice of due process so as to avoid abuses of power.
GOAL TWO: TO PROVIDE A DETERRENCE FOR POTENTIAL CRIMINALS AND CRIMINAL ACTIVITY THROUGH FEAR OF INCARCERATION.
a. Discussion
It is probably true that more people are law-abiding from having a respect for the law than from fear of it. Few persons who commit crimes expect to be caught, while others lack self-control or do not consider the possible consequences of their illegal activities. Nevertheless, there are those individuals who would do unlimited harm in the community if prisons did not exist. Thus, while the deterrence function of a correctional system cannot be overestimated, neither can it be completely ignored.
The same can be said for longer prison terms and capital punishment as a means of deterrence. While evidence fails to substantiate the claim of deterrence for potential law-breakers, a prison sentence and confinement in and of itself, may deter an incarcerate from additional criminal activity.
GOAL THREE: TO PROVIDE PROGRAMS, SERVICES AND EXPERIENCES THAT OFFER INDIVIDUALS AN OPPORTUNITY TO CHANGE THEIR LIFE STYLES, VALUES AND SKILL LEVELS, THEREBY FACILITATING SELF-REHABILITATION AND DECREASING THE POSSIBILITY OF FURTHER CRIMINAL ACTIVITY.
a. Discussion
Too often, rehabilitation is thought of as something that can be given to or forced upon an individual; or that it emanates only from certain programs such as education or counseling.
In fact, individuals are responsible for their own acts and future. They can change only by their own will to do so. The Department's mission, then, is only to provide as much opportunity and motivation as possible so that those willing to change can do so. It is the individual who must bear the responsibility for that decision; it is the Department's responsibility to provide the experiences required to support that decision.
While formalized programs of education, vocational training and counseling can impart certain skills and knowledge required to support alternative life styles, it is the total prison and community experience which makes a real impact on the rehabilitation process. What occurs in the cellblocks, [ILLGEBILE WORD] example, may do more to motivate change for the better or [ILLGEBILE WORD] than what happens to an individual in the classroom or counselor office. For this reason, all employees of a correctional system are charged with the responsibility of recognizing and fostering those experiences and opportunities that can motivate and facilitate the rehabilitative process. This is not to minimize the importance and necessity of security and control within an institutional setting, but rather to note that good programming often constitutes good security.
The many negative features inherant in institutional life obviously preclude the sending of an individual to prison solely for the reason of self-improvement. The strong tendency for institutions to make people dependent, to create unconscious conformity and to discourage creativity, makes the community, when public safety will permit it, the best place to pursue rehabilitative goals. Prisons should be reserved for isolation of the dangerous and persistent recidivist who, once incarcerated, should then be given every opportunity to improve.
Nevertheless, while some of the negative features of prison must remain as necessary evils, conditions which can be made more normal, should be.
In order to successfully fulfill our basic mission - the protection of the public from crime - the Department and its employees must direct their efforts and resources towards the provision of a broad variety of programs, opportunities and experiences that will enable individuals to develop in less destructive, more socially acceptable ways.
V. OBJECTIVES
In order to accomplish the three main goals of the Department and to fulfill our specific mission as a component of the criminal justice system, the realization of the following major program objectives is necessary. These objectives will be accomplished by following the general program strategies identified for each objective.
Objective
a. To provide a continuum of coordinated services beginning with intake and incarceration and moving through a well defined pre-release process to parole supervision and assistance, ending in discharge.
Program Strategies
1. Develop and maintain a comprehensive intake and orientation program for all committals.
2. Develop and maintain a range of security classifications and accompanying facilities and services needed to provide appropriate placement to a continuously assessed incarcerate population.
3. Establish and maintain a pre-release program capable of providing direction and resource linkages to those individuals soon to be released from the institutions.
4. Maintain an on-going program of parole with professional supervision, guidance and counseling for those individuals who are returning to the community.
5. Identify and maintain the staff required to compile, compute and record necessary data pertaining to inmate movement within the system as well as eligibility for parole and discharge.
Objective
b. To guarantee adequate food, clothing and housing in as safe and humane an environment as possible during incarceration.
1. Develop and maintain the staff, facilities, equipment and resources required to provide institutional food services that includes three meals a day that are nutritionally adequate, palatable and attractive and that are produced under sanitary conditions.
2. Develop and maintain the staff, procedures and fiscal resources required to insure that all inmates are provided with a standard wardrobe of clothing that is properly fitted, climatically suitable, durable, regularly laundered and repaired and presentable.
3. Develop and periodically test a fire evacuation and emergency plan at all correctional facilities.
4. Develop and maintain procedures for the systematic and on-going assessment and control of vermin, pests, disposal of solid and liquid waste and other general sanitary housekeeping tasks, under the direction of a qualified environmental health professional.
Objective
c. To establish a normalized environment to the extent possible and practical in order to create an institutional setting in which all inmates have the opportunity to utilize their time to pursue programs and experiences that have personal relevance to the rehabilitative process.
1. Develop a wide-range of programs and activities including work opportunities, education, vocational training, religious services and leisure time activities geared to provide positive experiences to those who are interested.
2. Effectuate daily scheduling which provides, to the greatest extent possible, opportunities for inmates to engage in a variety of activities, programs and family visits without unnecessary time conflicts or other restrictions.
3. Insure that inmates are not denied access to visitation with persons of their choice, except where clear and convincing evidence exists which indicates that such visits would jeopardize the safety and security of the institution or visitors.
4. Develop an on-going professional classification process which continuously evaluates individuals under confinement, for the purpose of determining the least restrictive security status and the most appropriate individual program.
5. Develop a detailed process and adequate staffing to allow for selected inmates to be temporarily released into the community for well defined, legitimate purposes or activities which can have a positive influence on the inmate.
6. Develop and implement rules, regulations and daily procedures geared to minimize confusion, disorder and fear without encumbering and unnecessary restrictions or harassment.
Objective
d. To provide inmates with the opportunity to engage in productive work for which they receive wages that are sufficient to provide for personal amenities, and insofar as possible, determine job assignments according to an individual's skill attainment and interest.
Program Strategies
1. Develop the staff, facilities and resources required to provide inmates with a wide range of work assignments that afford an opportunity to learn job skills and develop good work habits and attitudes that can be applied to jobs after release.
2. Develop and institute a fair and consistent pay plan which rewards inmates for successful employment activities and allows them to purchase personal amenities and accumulat funds to assist them upon release.
3. Develop a mechanism and review process which will deliberately and systematically assess inmate employment skills and interests and to make assignments, whenever possible, according to those skills and interests.
4. Develop the criteria, staff and facilities required to permit selected inmates to engage in full-time community based employment in public or private organizations, at prevailing job market rates.
5. Provide the mechanism and process which allows inmates to purchase, at the lowest rates possible, personal amenities and other authorized items during the course of their incarceration.
Objective
e. To monitor parole behavior in accordance with the best estimates of an individual's potential danger to the community, utilizing a variety of service and control models.
Program Strategies
1. Develop and maintain the necessary staff, resources, policies and procedures required to investigate, supervise, and provide accurate information related to an individual's behavior, while on parole, to the parole authority.
2. Develop a case management system throughout the State of trained, qualified parole supervisors to provide monitoring and counseling; and to direct parolees to available community human resources.
3. Develop and maintain open lines of communication among institutional, field services and parole authority staff for the sharing of information as it relates to parolee supervision.
4. Gather, document, and interpret statistical information and other data required by the parole authority in its decision making policy development.
5. Insure that each parole supervisor is aware of the general and special conditions of each individual parolee and develop policy and procedure which outlines the process of reporting violations.
6. Develop policy, procedures and criteria by which to determine whether an individual's parole should be revoked, and if so, the process for revocation.
Objective
f. To utilize community resources and supportive services as fully as possible so as to avoid duplication of effort, expand the range of client services and reduce operational costs of the Department.
Program Strategies
1. Identify and develop a component within the Department whose major responsibility is to seek out and establish linkages with other community agencies and human resource providers.
2. Encourage administrative staff to develop cooperative linkages and lines of communications with outside agencies via participation on boards, councils and committees; sharing of information through published reports, journals, newsletters, conference and workshop participation; public and private speaking engagements; and through the normal and proper release of information to the media.
3. Identify and maintain staff responsible for the research, identification, application and management of federal and other sources of funding to aid in the support and expansion of the total range of correctional services.
4. Conduct on-going, internal budget audit and program review in an effort to eliminate from the Department's budget those services and activities which could be provided for in a more efficient and cost effective manner by an external resource.
5. Whenever outside agencies/resources are utilized, they are to be assigned under the aegis of a departmental unit/component which will develop a clear definition of scope and services to be provided so as to avoid duplication of effort.
Objective
g. To develop and maintain an on-going mechanism for evaluating the efficiency of current programs and to utilize the results in a cycle of planning, implementation, evaluation and change.
Program Strategies
1. Develop and maintain appropriate staff required to engage in departmental research activities, including the compilation and recording of data pertinent to the range of correctional operations.
2. Encourage and engage in the use of outside, third party professionals to conduct research and evaluation of correctional operations.
3. Develop and implement policies and procedures relative to the system-wide collection, recording and management of inmate case records, inmate population movement and general population characteristics.
4. Develop a management information system utilizing the establishment of policies and procedures for collecting, recording, organizing, processing and reporting data for management purposes.
5. Provide for the regular reporting of all management information to the Department's chief executive officer and other appropriate administrative personnel.
6. Develop a planning process which includes the establishment of short and long-range goals and objectives which are reviewed at least annually by the chief executive officer and compared against the informational data collected.
7. The chief executive officer will interrelate and directly link the Department's goals and objectives with budgeting and program management functions to assess and readjust the personnel, space and equipment needs.
8. Develop linkages with other correctional systems, criminal justice and service agencies, in information gathering, exchange and standardization.
Objective
h. To promote the values of affirmative action and equal employment opportunities for staff and clients in every aspect of employment and career advancement and to ensure fair, non-discriminatory treatment for all individuals.
Program Strategies
1. Develop written policies and procedures for the selection, retention and promotion of all personnel on the basis of merit and specified qualifications.
2. Develop a personnel policy manual that addresses all aspects of employee relations including job descriptions, qualifications and responsibilities; salaries; benefits; evaluation; promotion; retirement; resignation and termination; disciplinary and grievance procedures; and other areas essential to employee-management relations.
3. Develop and implement an affirmative action program that is consistent with state and federal laws and regulations.
4. Maintain current, accurate and confidential personnel records on each employee.
5. Develop policy and procedures for the annual performance review for all employees, based on defined criteria and discussed with the individual.
6. Emphasize the Department's intention to establish a career ladder for its employees by promoting, whenever feasible and proper, from within the organization.
7. Develop and implement a fair and multi-leveled inmate grievance procedure for use throughout the institutions.
8. Provide appropriate training in human relations to all staff who must interact with clients on a daily basis.
Objective
i. To provide for an on-going program of staff development and training to ensure efficiency and professionalism in operations.
Program Strategies
1. Develop and maintain qualified staff and resources required to develop an on-going plan and program for individualized training and staff development.
2. Develop policy and procedures for a standardized and mandatory pre-service training program for personnel
3. Develop policy and procedures that provide employees with an on-going program of in-service training with provisions for incentives and credits.
4. Encourage all employees to maintain membership in professionally oriented organizations and associations, allowing administrative leave for attendance at seminars, workshops and other work related activities.
5. Develop linkages with other public and private agencies, industry, colleges and universities in an effort to gain additional resources for staff development.
Objective
j. To provide adequate medical, dental, psychological, counseling and general health care services to individuals under confinement.
Program Strategies
1. Develop written policy and procedures for insuring that all new inmates receive preliminary health evaluation upon commitment, followed by a comprehensive health evaluation and the establishment of an individual health care record.
2. Develop a system for maintaining current, accurate and confidential medical, dental and psychological record for each inmate.
3. Maintain the necessary staff of certified and licensed health care professionals, including doctors, nurses, dentists, pharmacists, psychologists and psychiatrists required to ensure adequate health care services within the institutions.
4. Develop a system and procedure for the dispensing of emergency first aid, and daily routine accessibility to sick call.
5. Develop and maintain adequate facilities, equipment, medication and supplies necessary for the in-house routine medical treatment of inmates.
6. Develop arrangements and procedures for the utilization, on a 24 hour-a-day basis, for outside licensed medical facilities to provide emergency and major medical services not available in the institutions.
7. Develop a social services program that includes qualified and trained counselors, who are assigned on a caseload basis, to provide a range of appropriate services, including individual and group counseling, substance abuse counseling, social adjustment and other services required by inmates on a daily basis.
8. Insure that all medical and counseling staff are under the supervision of qualified, licensed and trained administrative personnel.
9. Develop linkages with outside community resources to augment services provided by departmental staff.
Objective
k. To provide the necessary programs, opportunities and experiences geared to meet the basic educational, vocational, religious and leisure time needs of those in confinement.
Program Strategies
1. Provide educational/vocational assessment and evaluation to all inmates upon initial commitment and periodically as required throughout their period of incarceration.
2. Develop and maintain the necessary staff of certified teachers and professionals required to provide a comprehensive and continuous educational program that extends through the high school level.
3. Develop and maintain the appropriate facilities, equipment, materials and supplies needed to support a total educational delivery system.
4. Develop an individualized, competency-based curriculum with integration and continuity between academic and vocational programs.
5. Develop institutional-based vocational training capabilities for inmates who require continuous confinement and utilize community-based training facilities for appropriate inmates who are in a lesser security status.
6. Utilize the resources and services, whenever possible, of outside agencies, colleges and universities to diversify the total program and decrease operational costs.
7. Utilize, whenever possible, all available sources of federal and other funds to expand the range and scope of services available.
8. Develop appropriate supportive capacities such as library services, school psychological services, guidance counseling and special education services to augment the range of basic programs.
9. Develop the capability and procedures required to institute a comprehensive program of supervised recreation and leisure time activities for all inmates.
10. Develop policy, procedures, resources and affiliations required to insure that all inmates are able to practice their religious beliefs on a continuing basis with opportunities to participate in organized religious activities.
11. Provide for all inmates to have personal contact with representatives of their respective faiths in accordance with institution visitation rules and regulations.
12. Insure that all educational, vocational, recreational and support services staff are under the supervision of qualified trained administrative personnel.
Objective
1. To adhere to all legal mandates and laws, Executive Orders and state administrative policies with regard to the operations, functions and activities of the Department of Corrections.
Program Strategies
1. Develop within the Department a legal services capability, including attorneys and staff required to research, advise and represent the Department in matters pertaining to litigation.
2. Establish open lines of communication with the State Department of the Attorney General for assistance in matters of litigation and for assistance in interpreting existing laws and mandates.
3. Identify and maintain staff responsible for internal interpretation and auditing of departmental procedures, consistent with established state administrative policies.
4. Develop written policy which delineates channels of communication, both vertical and lateral, from the State's chief executive officer to line level staff of the Department.
5. Develop procedures that allow for inmate access to their legal representatives; transportation to and from courts; and which guarantee basic constitutional rights.
6. Develop an internal departmental investigative capability to maintain linkages with various state and federal law enforcement agencies and to provide necessary information required to ensure the legal operation and management of the corrections' system.
Objective
m. To exercise the necessary precautions, security and constraints required to minimize the possibility of escape by those sentenced to confinement, thereby enhancing the safety of the public.
Program Strategies
1. Develop an operational manual of policy and procedures with detailed instructions for insuring all aspects of institutional security and control.
2. Develop an operational manual of policy and procedures with detailed instructions for insuring the secure supervision and transportation of inmates while outside the institutional perimeter.
3. Develop written policy and procedures to be followed in emergency situations, e.g., escape, fire, disturbances, hostage situations, work stoppage, etc., which are available to and reviewed by all staff.
4. Develop and train a special unit for the purpose of assisting in the event of disturbances or other emergencies.
5. Provide for the on-going assessment of each inmate by a qualified and trained body of professionals for the purpose of determining proper security, housing and program classification for each individual.
6. Develop an internal departmental investigative capability to assess, monitor, report and make recommendations relative to security concerns.
7. Provide the appropriate pre and in-service training to correctional staff to ensure their knowledge of proper security and control procedures.
8. Provide for the on-going and systematic assessment and maintenance of all security devices, equipment, weapons and facilities.
9. Develop staffing patterns and post orders which reflect appropriate levels, positioning and responsibilities to insure proper supervision and monitoring of inmates while under confinement.
10. Carefully review and assess the plans, design and construction of all newly built facilities to be used for inmate housing to insure that they adequately and appropriately meet security needs.
11. Develop the resources, policies and procedures required to temporarily separate from the rest of the inmate population those inmates who display serious escape risk tendencies, through intra-departmental segregation or out-of-state transfer to more secure institutions.
12. Develop specific written plans, policies and procedures which in the event of an escape outline proper action to be taken including the notification of law enforcement, community and media interests, a predetermined search plan and mobilization of appropriate employees.
Objective
n. To develop departmental lines of authority, responsibility and communication; as well as clear and concise statements of policy and procedure, to ensure the timely, orderly and delineated attainment of our goals.
Program Strategies
1. Develop a comprehensive manual of Administrative Policy and Operational Procedures which is distributed and communicated to all employees; reviewed periodically; and which addresses all major activities of the correctional system.
2. Develop agency goals and measurable program objectives which are clearly communicated to all staff and are reviewed and assessed periodically.
3. Develop written job specifications and statements of duties and responsibilities for all employees of the Department.
4. Develop a central office capability, under the supervision of the Department Director, for the purpose of providing central administration and direction to all departmental units, agencies, components and staff.
5. Develop a written plan and organizational chart which describes the Department's functions; designates and delineates lines of responsibility, authority and accountability; assigns all services and activities into administrative sub-units; draws distinctions between staff and line roles; and develops procedures and channels for orderly communication.
VI. ORGANIZATION
In order to accomplish the goals and objectives as stated, the Department of Corrections has been organized into the following major operational units:
a. The Office of the Director
b. The Division of Adult Services
c. The Division of Field Services
d. The Division of Management Services
e. The Division of Program Development
The authority, specific responsibility and organization of the Department's major operational units are outlined and described in Administrative Policy Statements 1.02.02; 1.02.03-1; 1.02.04; 1.02.05; and 1.02.06.
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