State Report On Allen Oakwood Correctional Institution

C I I C : C o r r e c t i o n a l R e c e p t i o n C e n t e r | 1
Allen
Oakwood
Correctional
Institution

April 7, 2014
April 8, 2014
April 9, 2014
April 15, 2014

Joanna E. Saul,
Report Coordinator
C I I C : A l l e n O a k w o o d C o r r e c t i o n a l I n s t i t u t i o n 2

CORRECTIONAL INSTITUTION INSPECTION COMMITTEE REPORT
ON THE INSPECTION AND EVALUATION OF
ALLEN OAKWOOD CORRECTIONAL INSTITUTION

Dates of Inspection: April 7, 2014
April 8, 2014
April 9, 2014
April 15, 2014

Type of Inspection: Unannounced

Legislators/CIIC Staff Present: Joanna E. Saul, Director
Gregory Geisler, Corrections Analyst II
Adam Jackson, Corrections Analyst II
Carol Robison, Corrections Analyst II
Darin Furderer, Corrections Analyst I
Katelyn Gibbons, CIIC Intern
Chelsea Taber, CIIC Intern

Facility Staff Present: Warden Kevin Jones
1

CIIC spoke with many additional staff
throughout the course of the inspection.

Institution Overview

Allen Oakwood Correctional Institution (AOCI) is a minimum/medium security prison,
housing Level 1 (minimum) security and Level 2 (medium) security inmates, as well as
the states Protective Control (PC) unit.
2
AOCI also houses the Level 1/2 Residential
Treatment Unit (RTU) for inmates experiencing a mental health crisis, as well as the
Sugar Creek Development Unit (SCDU) for developmentally delayed inmates. AOCI
opened in 1994 on 18 acres in Lima, Ohio.
i
The institutions FY 2013 GRF budget was
$42,544,216.
ii

The rated capacity for AOCI is 1,418.
iii
As of April 9, 2014, the institution housed 1,635
inmates
iv
(115.3 percent of capacity).

Demographically, 56.8 percent of the inmates are classified as white, 41.5 percent as
black, and 1.7 percent as of another race.
3
The average inmate age was 44.5 years.
4v

1
Warden Jones was out of town for the majority of the inspection, which was facilitated by Acting Warden
Sheila McNamara and Acting Warden Ray Schaublin.
2
The PC unit houses inmates who have a substantiated threat to their safety if they were housed
elsewhere in the DRC, including inmates with high profile cases.
3
One inmate was American Native, two inmates were Asian, and 25 were classified as other.
4
The youngest inmate was listed as 18.6 years of age and the oldest inmate was listed as 82.6 years of
age.

The average length of stay is 9.7 years.
vi
As of April 1, 2014, the institution employed
439 total staff, of which 257 are security staff.
vii

The institution scored 100 percent compliance on the most recent ACA audit for
mandatory standards, and 99.8 percent compliance on non-mandatory standards.
5,6viii
In
its most recent full internal management audit,
7
AOCI was 100 percent compliant on
mandatory standards, and 98.8 percent compliant on non-mandatory standards.
8
Of the
Ohio Standards, the facility was found to be 85.2 percent compliant with the standards.
9

Executive Director Overview

AOCI handles a challenging population mix, including a large Residential Treatment
Unit for inmates experiencing mental health crisis, as well as the states Protective
Control Unit. It also has gone through two separate facility changes (the closure of
Lima CI and the consolidation of Allen CI with Oakwood CF) and a change in
administration. These challenges could be and have been true stumbling blocks for
institutional operations at other facilities, and yet AOCI continues to operate well.

In terms of safety and security, while there has been an increase in assaults, the vast
majority of assaults occur on the RTU. While this does need to be examined and
addressed, it means that there is very low violence in all other parts of the institution.
The workforce is very experienced, resulting in good management of the population.
Medical and mental health services, which could be expected to be challenges with the
high acuity of the population, have improved over the past two years. Unit conditions
were good, with almost all units appearing very clean. Regarding fair treatment, AOCI
is one of the only prisons to be rated exceptional in inmate/staff interactions, with
many inmates praising the staff again, the experience of the workforce probably plays
a major role in the calm environment. AOCI also should be given credit for managing
the population with a very small segregation unit and doing so without resorting to
triple-bunking.

AOCI provides a wide breadth of purposeful activities for its general population inmates,
particularly on the main compound, including a profitable OPI shop that employs a high
number of inmates. Access to the library was good and reentry planning was
commendable, with staff doing a great job of ensuring that inmates have all necessary
documentation prior to release.

5
The most recent audit by the Commission on Accreditation for Corrections was conducted on June 26-
28, 2012.
6
The only non-mandatory standard that AOCI did not meet was in regard to space for both the two-man
and four-man cells.
7
The full internal management audit was conducted on June 4-6, 2013.
8
AOCI was not compliant with non-mandatory standards pertaining to in-service training, housing unit
space, disciplinary hearings, and healthcare consent forms for inmates leaving the facility.
9
Ohio standards not met pertained to STG meetings, inmate orientation, and healthcare, including follow-
up chronic care visits, nurse training, vaccinations, and pain medications.

Areas that were in need of improvement were in fiscal accountability. AOCI increased
its energy costs by 35.2 percent from CY 2012 to CY 2013. In the same time period,
recycling revenues decreased and property loss payouts increased.

In addition, CIIC has an ongoing concern regarding the Protective Control unit. The unit
has improved since the prior inspection in 2012, with fewer security management
concerns. However, security management remains a concern, both in terms of how the
higher security inmates are handled, as well as discipline for misconduct. Both
recreation and access to programs and purposeful activities are more limited for the
lower security inmates than what is available to general population inmates. The
recreation yards, in particular, are empty but for a single half-size basketball court in
one, and a picnic table in the other. The maximum security inmates were not offered
outdoor recreation. Unit staff for the PC unit relayed plans to improve access to
purposeful activities and it is hoped that they are successful in that endeavor.


I. INSPECTION SUMMARY

SAFETY AND SECURITY: GOOD
10

10
CIIC ratings are based on a four point scale: Exceptional, Good, Acceptable, and In Need of Improvement. Ratings for the overall area are
based on the balance of the indicator ratings for that area. A rating of Exceptional for an indicator means that there is no room for improvement
and, generally, that the facility performs above other prisons. A rating of Good for an indicator means that the prison more than meets the
standard, but is not significantly better than other prisons or there is still room for improvement. A rating of Acceptable for an indicator means
that the prison just meets the standard or meets the standard with minor exceptions. A rating of In Need of Improvement for an indicator means
that the prison does not meet standards, is significantly different from other prisons in a negative manner, or that CIIC staff had serious concerns.
INDICATORS RATING FINDINGS
Violence Outcome
Measures
Acceptable Total inmate-on-inmate assaults in CY 2013 increased 16.7 percent in
comparison to CY 2012. Total inmate-on-staff assaults in CY 2013
increased by 60.7 percent in comparison to CY 2012.
The rate of inmate disciplinary convictions for assaults increased by
31.5 percent during CY 2013 in comparison to CY 2012. The rate of
inmate disciplinary convictions for assaults for CY 2013 at AOCI was
more than the comparator prisons, but slightly less than the DRC
average.
The rate of rule 19 convictions for CY 2013 increased 1.6 percent
compared to CY 2012. The rate of rule 19 convictions for CY 2013 at
AOCI was significantly less than the comparator prisons and the DRC
average.
There have been zero homicides during the period evaluated by CIIC.
Disturbances Exceptional In CY 2013, AOCI reported zero disturbances.
Use of Force Acceptable Compared to CY 2012, in which 100 uses of force were reported, total
uses of force increased by 7.0 percent. The rate of use of force
incidents also increased by 6.5 percent. The use of force rate for CY
2013 was more than the comparator prisons, but less than the DRC
average.

A review of use of force incidents indicated that officers responses to
incidents appeared to be appropriately and staff appropriately referred
use of force reports to committee when necessary. However, no video
footage was available and there were a few incidents where staff
and/or inmates were not seen in a timely manner by medical.
Control of Illegal
Substances
Acceptable During CY 2013, 3.1 percent of the inmates tested positive for the
presence of an illegal substance, which increased in comparison to CY
2012. The percentage of inmates who tested positive in CY 2013 at
AOCI was the same as the comparator prisons and the DRC average.
Inmate Perception of
Safety
Exceptional/
In Need of
Improvement
(PC unit)
83.6 percent of inmate survey respondents reported they are very
safe, safe, or neutral (in terms of safety).
The majority of focus group participants rated their personal safety as
safe.
The institution had zero inmates in segregation for refusal to lock due
to safety concerns, and zero inmates were under PC investigation on
the day of the inspection.
However, PC inmate survey responses were the most negative
received this biennium, with only 47.0 percent of inmate respondents
(n=115) rating their safety positively.
Unit Security
Management
Acceptable Officers documented rounds in the requisite 30 minute, staggered
intervals with one exception.
Officers were inconsistent for required shakedowns and the
documentation of the shakedowns. In one unit, officers stopped doing
shakedowns.
CIICs review of cells indicated minor concerns with towels on the floor
and inappropriate pictures. However, there were no issues of inmates
hanging items in bunk areas.
Institutional Security
Management
Good Executive staff members are consistently making rounds in all units
based on a review of employee sign-in logs.

HEALTH AND WELLBEING: GOOD
A discussion was held with the Warden regarding violent incident
tracking. Staff demonstrated that they track incidents monthly and by
location.
The number of rule 17 (unauthorized group activity) convictions
appears to be in line with their STG population.
There have been zero escapes, but two attempted escapes during the
period evaluated by CIIC.
Prison Rape
Elimination Act
(PREA)
Deferred AOCI has not yet had an official PREA audit conducted.
Staff reported eight PREA cases in 2013, of which four were
unfounded and four were unsubstantiated.
PREA posters, with information for inmates on reporting of sexual
assaults, were posted in all the housing units.
Unit Conditions Good The majority of all living unit areas were rated as good or exceptional,
particularly on the GP and RTU living areas.
Shower/bathroom facilities were generally rated as good or
acceptable, with the exception of PC unit.
Maintenance issues were minimal.
Medical Services Acceptable Facilities were observed to be in good condition; however, staff relayed
a concern regarding limited examination space.
There appeared to be a sufficient number of medical staff and
consistent advanced level providers; however, medical staff relayed
that they are frequently short-staffed.
Staff reported zero backlogs for Doctor or Nurse Sick Call, although
there was a small backlog for chronic care appointments.

Negatively, an accurate rate of no-shows/AMAs was not provided,
although staff relayed that this has been rectified.
Mental Health
Services
Good

Staffing appears to be adequate to meet the needs of the population.
All referrals to mental health are being completed within 14 days.
An extensive number of mental health services and programming is
provided to inmates by a multi-disciplinary team of staff.
The facility houses the Level 1/2 RTU, and also houses the Sugar
Creek Developmental Unit, in addition to a dementia population.
Critical incidents were low for the population.
Recovery Services Good AOCI offers the general selection of Recovery Service programs, and
a program was started on the PC unit. A moderate number of inmates
participate in AA/NA ancillary programs.
Staff provide an educational program for family members.
Staff also relayed that an inmate alumni group provides mentoring for
inmate participants in the programs.
Termination rates were generally in line with the DRC average.
Food Services Acceptable Meals sampled by CIIC was rated as good and acceptable.
The tables and floor of the dining hall were clean. However, CIIC
observed an excess amount of food on the floor between the kettles
The institution passed its most recent health inspection. However, the
DRC Food Service Contract Monitor found multiple concerns which
required an action plan and a follow-up evaluation.
Negatively, 86.3 percent of the inmate survey respondents were
unsatisfied with the food which is significantly worse than the average
inmate responses.
Recreation Acceptable Inmates on the main compound are offered a good selection of
activities. The recreation department also offers several unique
activities, such as various inmate-led aerobics classes.
Although staff reported that recreation and the yard on the main

FAIR TREATMENT: GOOD

Staff/Inmate
Interactions
Exceptional Both focus groups and survey responses were very positive regarding
inmate/staff interactions, with many reports of staff being caring and
responsive.
However, PC inmates were more negative regarding staff/inmate
interactions.
Inmate Grievance
Procedure
Acceptable Overall, the review of the informal complaints and grievances was
positive.
The vast majority of inmates normally have access to informal
complaints and a low percentage of inmates reported having felt
prevented from using the grievance procedure at some point.
Negatively, 14.5 percent of informal complaints in CY 2013 were
answered untimely. Both the non-response and untimely rate
increased from CY 2012 to 2013.
Also negatively, it was not always clear that the Acting Inspector had
reviewed all applicable evidence in responding to property-related
grievances.
Inmate Discipline Acceptable Basic hearing procedures appeared to be followed. In particular, the
RIB Chair appeared to do an excellent job checking available cameras,
and the RIB Chairs demeanor was very positive.
The review of closed cases raised a few concerns regarding timeliness
compound run on a fairly open schedule, inmates relayed that
recreation is shut down on a fairly regular basis.
In addition, the recreation yards for the PC inmates are lacking, as
they are essentially empty. Further, no outdoor recreation was offered
to the maximum security PC inmates.

of hearings, inmate witnesses, and the handling of confidential
information.
Sanctions appeared appropriate for offenses and less than at other
institutions (due to the lack of segregation space).
Segregation Good Overall, the unit was calm and inmates did not relay many concerns.
The unit is small, resulting in a small segregation population; despite
the low capacity, zero cells were triple-bunked.
An analysis of the segregation population demographics did not raise
significant concerns.
Negatively, the unit had visible ants in multiple areas.

REHABILITATION AND REENTRY: GOOD

Access to Purposeful
Activities
Good At least 121 different programs and purposeful activities are provided.
Rate of academic waitlisted students at AOCI was significantly lower than
both the comparator prison average and the DRC average in FY 2013.
Career-technology enrollment was significantly higher than both the
comparator prison average and the DRC average.
Negatively, apprenticeship enrollment decreased by 75.3 percent from
FY 2012 to FY 2013, and was lower than both the comparator prison
average and the DRC average.
Quality of
Educational
Programming
Good Rate of academic certificates earned for FY 2013 was higher than the
institutions rate for FY 2012, and higher than both the comparator prison
The FY 2013 rate of GEDs earned was higher than both the L1/L2
comparator prison average and the DRC average, although the rate
negligibly decreased from FY 2012 to FY 2013.
Negatively, the rate of GED enrollment for FY 2013 was lower than the

FY 2012 rate of 69.1, and significantly lower than the comparator prisons
Library Good Access to the library is greater at AOCI due to the total hours of library
operation, which was greater than both comparator prison average and
the DRC average hours of operation. AOCI hours include multiple
evenings and weekend hours.
Per capita use of materials is higher than both the comparator prison
average and the DRC average; and the current total number of materials
is 27,074 items.
Access to titles associated with jobs, employment search and skills,
careers, and companies is high due to over 350 titles/books related to
those reentry topics.
Ohio Penal
Industries
Exceptional AOCI profitably operates the OPI Garment shop, sewing all clothing worn
by all inmates across the state, and provides opportunities for an
apprenticeship, Quality Assurance Inspector.
Reentry Planning Good Onsite review of RPLAN completions for a recent 30-day period revealed
100 percent were complete.
Interactions between staff, outside sources, and inmates begin at 120
days from release, and continues until the actual day of release.
Security
Classification and
Privilege Levels
Exceptional There were zero unaccounted oversights in the classification reviews.

FISCAL ACCOUNTABILITY: IN NEED OF IMPROVEMENT

INDICATORS RATINGS FINDINGS
Staff Management Acceptable

Turnover ratio decreased in FY 2013 and was significantly better than
the DRC average.

The FY 2013 mandated training completion rates ranged from 91.0 to
100.0 percent.
Total overtime decreased by 12.6 percent. However, the amount of
paid overtime was more than the DRC average
Negatively, AOCI supervisors completed only 54.2 percent of their
required performance evaluations on time which was significantly
worse than the DRC average.
Fiscal Responsibility
and Needs
In Need of
Improvement

AOCI increased its energy costs by 35.2 percent from CY 2012 to CY
2013.
AOCI earned 64.7 percent less for recycling in FY 2013.
Positively, AOCI scored 100 percent in its most recent internal
management audit and 87.5 percent on its most recent external audit.
Property In Need of
Improvement
In CY 2013, AOCI increased property payouts by 167.7 percent from
CY 2012. The 2013 property settlements were significantly more than
the DRC average.

RECOMMENDATIONS SUMMARY

Evaluate the increase in assaults and develop strategies to address.

Ensure that staff complete use of force incident reports separate from one
another.

Ensure that video documentation of uses of force is preserved per DRC policy.

Executive staff should review use of force documentation procedures with
supervisors and medical staff to ensure participants are seen in a timely manner
and that the time is documented.

Evaluate and address PC inmates safety concerns.

Ensure that staff conduct shakedowns and document them according to
institutional/DRC policy.

Evaluate the cleanliness of the showers/bathrooms on Oakwood and potential
strategies to address.

Eliminate the backlog of chronic care patients.

Develop additional strategies to reduce assaults on the RTU

Evaluate the food service concerns relayed by inmates and develop strategies to
improve the quality of the meals and ensure the appropriate portions are
provided to inmates.

Ensure the food service operations scores 80 percent or above on the next
evaluation by the DRC Food Service Contract Monitor.

Develop additional recreational activities for the PC inmates, which could include
the construction of additional recreation areas in the PC-accessible yards and/or
the provision of additional activities. In addition, provide outdoor recreation for
the maximum security PC inmates.

Ensure that medical staff are meeting with inmates who file informal complaints,
per DRC policy, and that the Inspector is reviewing all applicable evidence for
property complaints, and citing appropriate DRC policy and administrative rule.

Ensure that inmate disciplinary cases are heard within seven days from the
issuance of the conduct report, that all inmate requests for witnesses are
reviewed and provided unless disapproved, and that staff appropriately handle
confidential information.

Ensure that the segregation unit is clear of insects such as ants.


RECOMMENDATIONS CONTINUED

Evaluate and develop additional strategies to continue reducing staff overtime.

Ensure that all staff successfully completes each of their mandatory training
requirements.

Ensure that all performance evaluations are completed and submitted within the
required time period.

Develop and implement additional cost savings to help conserve energy.
Consider requesting assistance from the Operation Support Center or an outside
business to re-conduct an energy audit.

Reduce property loss payouts, which should include ensuring the strategies of
the back-to-basics meeting are implemented to assist in the reduction of
personal property settlements. Consider developing a property loss committee to
ensure the proper procedures are followed.


ADDITIONAL SUGGESTIONS

Consider conducting more frequent surveys of the inmate population to identify
potential problems or areas in need of improvement.

Consider developing strategies to address both inmates familiarity with the
Inspector and their faith in the grievance procedure, which could include the
planned open office hours, an informative video on the CCTV or the Inspectors
picture and information on housing unit bulletin boards.

Consider developing additional strategies to further reduce the rate of untimely
responses to informal complaints.

Consider evaluating the decrease in GED enrollment and developing strategies
to increase.

Consider evaluating the decrease in apprenticeships and developing strategies
to address and increase apprenticeship enrollments, to include Sewing Machine
Operator in the OPI garment shop.

Consider developing an extended version of the current TEP class that would
engage inmates in the use of the Reentry Resource Center in the library.

Consider developing additional activities for PC inmates.

Consider developing additional strategies to address low staff morale, which
could include requesting a cultural assessment.


DRC RESPONSE

Issue Problem noted by CIIC Fiscal Responsibility and Needs
AOCI increased its energy costs by 35.2 percent from CY2012 to CY2013.

Recommendations Noted by CIIC
Develop and implement additional cost savings to help conserve energy. Consider requesting assistance from the
Operations Support Center or an outside business to re-conduct an energy audit.
Tasks
1. Remind all staff and inmates of energy conservation awareness.
2. Continue to pursue exterior lighting replacement through DAS.
3. Monitor new boiler replacement at ACI for decreased gas consumption.
4. Monitor farm water usage for cattle more closely.
5. Seek assistance from OSC regarding potential Green Technology (i.e.
solar and wind initiatives) to reduce energy usage.

Person Responsible
1. Business Administrator 3
3. Maintenance Staff
4. Farm Staff
5. Warden, Business Administrator 3
Comments: Energy costs were higher in general and the past fall and winter were unusually colder than in past years.
AOCI recently completed boiler project which should reduce natural gas consumption this next year. Also, AOCI is
scheduled for HVAC replacement. The current HVAC is very old and inefficient.
Issue Problem noted by CIIC Fiscal Responsibility and Needs
AOCI earned 64.7 percent less for recycling in FY2013

Tasks
1. Baler installed in FY2013. Currently baling cardboard only.
2. Continue current recycling initiatives and increase revenues through bid
process with recycling companies.
3. Investigate the most efficient and economical way to divert food waste from
trash.
Person Responsible
2. Storekeeper II
Comments: During FY 2013 the recycling company AOCI conducted business with for over two years began to pay less
and less for AOCIs recyclables (cardboard, plastics, aluminum cans and metals). In FY 2013, a baler was installed and
AOCI started receiving monthly bids from recycling companies. During FY2014 AOCI receives $100.00 a ton for cardboard
compared to $45.00 a ton in FY2013. In FY 2014, AOCI has generated over $5,500.00 in revenue which is a dramatic
increase in revenue. This includes cardboard recycling revenue of $4,300.00 for FY2014 to date. An additional staff
person has joined the recycling team effort.

Issue Problem noted by CIIC Property
In CY 2013, AOCI increased property payouts by 167.7 percent from CY 2012. The 2013 property settlements were
significantly more than the DRC average.

Recommendations Noted by CIIC
Reduce property loss payouts, which should include ensuring the strategies of the back-to-basics meetings are
implemented to assist in the reduction of personal property settlements. Consider developing a property loss committee to
ensure the proper procedures are followed.
Tasks
1. Review and implement the Back 2 Basics committee recommendations.
2. Review all property payouts to ensure appropriate staff actions and
recommend investigatory interviews as appropriate.
Person Responsible
1. Major, DWO
2. Major, DWO, Inspector
Comments:
AOCI will make a concerted effort to reduce theft/loss claims and property payouts. Management will work in conjunction
with line staff to review pack up procedures and review past theft/loss reports to identify weaknesses and potential areas of
concern.

Issue Recommendations noted by CIIC Assaults on RTU
Evaluate additional strategies to reduce assaults on the RTU.
Comments: Multidisciplinary treatment team will determine if the offender is mentally stable and able to interact with
others on the RTU for a limited amount of time. Staff will be advised to appropriately review and identify incidents as
assaults. Implement controlled movement during pill call times to reduce the increased assaults identified during the
review. 68% of incidents occurred during pill call.

AOCI is designated as the departments largest Residential Intensive Treatment Unit (RTU) population to include the
Berryhill Supportive Care Unit, Intensive Treatment Program, and Sugar Creek Development Unit. These specialized
inmate populations tend to have more behavioral issues than general population offenders. In reviewing the assaults
reviewed by the CIIC, 39 incidents occurred on the RTU, 2 occurred with the Berryhill (dementia) offenders and 6
occurred on the SCDU. Our CY13 assault numbers were not truly reflective of the individual specialized inmate
populations.

Issue Recommendations Noted by CIIC- Assaults
Comments:
AOCI will aggressively continue to reduce its assault cases through means of continued staff presence in vulnerable areas,
continued monitoring and identifying of security threat group offenders and continued tracking/monitoring of assault
locations to recognize hotspots.

Issue Recommendations Noted by CIIC- Use of Force
Ensure that all staff complete use of force incident reports separate from one another.
Comments:
Staff have been advised to independently complete use of force reports and this issue will be monitored by Major Bishop.

Comments:
Supervisors have been directed to document unplanned uses of force by means of video whenever feasible. This will be
monitored by the Major and DWO.

Executive staff should review use of force documentation procedures with supervisors and medical staff to ensure
participants are seen in a timely manner and that the time is documented.
Comments:
Procedures have been reviewed with all security supervisors and medical staff. AOCI will ensure staff be evaluated by
medical and all information is documented completely per policy.

Issue Recommendations Noted by CIIC- Security
Ensure that staff conduct shakedowns and document them according to institutional/DRC policy.
Comments:
A memo was issued from Major Bishop directing staff to conduct shakedowns routinely. Investigatory interviews have been
conducted for failure to complete and document shakedowns.


Issue Recommendations Noted by CIIC- Cleanliness
Evaluate the cleanliness of the showers/bathrooms on Oakwood and potential strategies to address.
Comments:
The Unit Manager will monitor shower cleanliness while work orders and painting requests have been processed to address
all maintenance concerns.

Comments:
Medical staff will continue to monitor all chronic care backlogs. Incoming offenders will be reviewed for backlog prior to
transferring to AOCI this information reported to BOMS. All nurses will be educated on the importance of contacting
offenders who are a no-show for their scheduled doctor appointment.

Issue Recommendations Noted by CIIC- Food Service
Evaluate the food service concerns relayed by inmates and develop strategies to improve the quality of meals and ensure
the appropriate portions are provided to inmates.
Comments:
Working in conjunction with Aramark, staff are addressing the concerns relayed by offenders and assisting Aramark in
improving overall food quality at AOCI. Management has addressed food quality while monitoring portion control and
progressive cooking concerns. Progressive cooking methods have been determined, at times, to create a shortage of meals
and/or delays in meal services. AOCI will continue to file a complaint to vendor when warranted.

Issue Recommendations Noted by CIIC- Food Service
Ensure the food service operations scores 80 percent or above on the next evaluation by the DRC Food Service Contract
Monitor.
Comments:
While AOCI staff cannot ensure the score of the food service operations being evaluated; staff are making a concerted effort
to address all food service concerns immediately, maintaining a management presence during daily meals and meeting with
Aramark supervisors on a weekly basis to address issues.

Issue Recommendations Noted by CIIC Medical

Issue Recommendations Noted by CIIC- Protective Custody
Develop additional recreational activities for the PC inmates, which could include the construction of additional recreation
areas in the PC-accessible yards and/or the provision of additional activities. In addition, provide outdoor recreation for the
maximum security PC inmates.
Comments:
The Executive Staff are reviewing possible additional outside recreational activities for the PC offenders such as basketball,
pickleball, corn hole and handball to name a few. Management has also encouraged inmate led programming which can be
conducted inside and outside. Upon completion of the east perimeter road project and building of an outside recreation
cage on the east side, AOCI will then request permission from OSC for outside recreation of the level 4 offenders within the
PC unit. Time table for completion is September 2014.

Issue Problem noted by CIIC Protective Custody
PC inmate survey responses were the most negative received this biennium, with only 47.0 percent of inmate respondents
(n=115) rating their safety positively.

Tasks
1. Continue to address reports regarding safety through investigative
measures, RIB sanctions, and appropriate PC reviews.
2. AOCI will continue to work with the Bureau of Classification on
appropriate PC placements and releases as dictated by policy based
upon specific categories of offenders being considered for PC (i.e.,
STG affiliation, type of offense, prior employment history).
3. Unit Staff to facilitate town hall meetings to specifically address/discuss
perception and/or safety issues on the PC Unit.

Person Responsible
1. Warden, Investigator, Unit Staff,
RIB Chair
2. Wardens Office, BOC, Unit Staff
3. UMC, PC Unit Staff

1) Comments: We will continue to review and monitor PC inmates who are prone to or continue to demonstrate
violent behaviors. It should be noted, a review of incident reports and EIM statistical data are not reflective of the
survey results. A recent trend of inmates wanting to sign out of PC has shown when we do not allow the offender to
select the institution of their choice, they choose to remain in PC.

Issue Recommendations Noted by CIIC- Inmate Grievance Procedure
Ensure that medical staff are meeting with inmates who file informal complaints, per DRC policy, and that the Inspector is
reviewing all applicable evidence for property complaints, and citing appropriate DRC policy and administrative rule.
Comments:
The Health Care Administrator or the Assistant Health Care Administrator will continue to meet with inmates filing informal
complaints regarding medical related issues. The inspector will ensure to cite appropriate DRC policies and/or ARs when
responding to inmate complaints. The inspector will continue to monitor the Informal Complaint process.

Issue Recommendations Noted by CIIC- Inmate Discipline
Ensure that inmate disciplinary cases are heard within seven days from the issuance of the conduct report, that all inmate
requests for witnesses are reviewed and provided unless disapproved, and that staff appropriately handle confidential
information.
Comments:
A new RIB Chair has been appointed and has just recently been trained on the administrative rules governing RIB.
Confidential information will not be scanned as part of the RIB packet..

Issue Recommendations Noted by CIIC- Segregation
Comments:
Pest control services were contact immediately and service performed. The area will continue to be monitored by the
Health and Safety Officer.


Issue Recommendations Noted by CIIC - Staffing
Evaluate and develop strategies to continue reducing staff overtime.
Comments:
AOCI has evaluated the contributing factors to the high amount of overtime. AOCI is in the process of filling vacant
positions which is one of the major contributing factors. AOCI has recently seen retirement numbers in excess of five
employees per month. We will continue to facilitate recruitment efforts to build a pool of applicants while utilizing interims
when available. In addition, personnel has developed and implemented a new tracking system for disability/workers
comp/RTWP employees. One of the Lieutenant positions has been assigned as the Shift scheduler and tracker of overtime.
This position will allow better accountability of overtime tracking, as well as decrease the amount of inadvertent overtime
called due to shift schedule discrepancies.

Ensure that all staff successfully completes each of their mandatory training requirements.
Comments: It should be noted that only staff on approved disability, workers compensation, RTWP or military leave status
did not complete their annual FY13 training requirements. All active employees completed mandatory training. The
Wardens Assistant and Training Officer will work together with Personnel to ensure staff returning from non-active work
status complete all required training immediately.

Ensure that all performance evaluations are completed and submitted within the required time period.
Comments: The implementation of the electronic evaluation process has caused some confusion and delays due to
technical problems with the program. Staff will continue to learn and become proficient with the new process. Additional
trainings are continually provided to make the evaluation process more user friendly to staff. Personnel issues written
notification to appropriate supervisors when employee evaluations are coming due. Untimely evaluations will be monitored
by the Wardens Office.


I. SAFETY AND SECURITY

A. VIOLENCE OUTCOME MEASURES

CIICs evaluation of violence focuses on the number and rate of disciplinary convictions
for assaults, fights, and the number of homicides at the institution during a year in
comparison to the previous year; the comparator prisons rate; and the DRC average.
Overall, the CIIC inspection team rated violence outcome measures as ACCEPTABLE.

Assaults

During CY 2013, there were 35 reported inmate-on-inmate assaults.
ix
Of the total
80.0 percent were physical assaults and 20.0 percent were harassment
assaults.
x
Total inmate-on-inmate assaults in CY 2013 increased 16.7 percent in
comparison to CY 2012.
11xi

The institution reported 45 inmate-on-staff assaults during CY 2013.
xii
Of the
total, 51.1 percent were physical assaults; 33.3 percent, harassment assaults;
13.3 percent, inappropriate physical contact; and, one (2.2 percent) was a sexual
assault.
xiii
Total inmate-on-staff assaults in CY 2013 increased by 60.7 percent in
comparison to CY 2012.
12xiv

The rate of inmate disciplinary convictions for assaults increased by 31.5 percent
during CY 2013 in comparison to CY 2012.
13xv
The rate of inmate disciplinary
convictions for assaults for CY 2013 at AOCI was more than the comparator
prisons, but slightly less than the DRC average.
14xvi

The majority of assaults take place on the RTU.

Chart 1
Total Assaults
CY 2010 2013

11
During CY 2012, there were 30 inmate-on-inmate assaults.
12
During CY 2012, there were 28 inmate-on-staff assaults.
13
The rate of inmate disciplinary convictions for assaults in CY 2012 was 41.6 per 1,000 inmates. The
rate in CY 2013 was 54.7.
14
The rate of inmate disciplinary convictions for assaults in CY 2013 was 54.7 per 1,000 inmates. The
rate of the comparator prisons was 39.1 and the DRC average rate was 56.0.
2010 2011 2012 2013
Inmate on Staff 18 13 28 45
Inmate on Inmate 18 24 30 35
-
20
40
60
N
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m
b
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r

o
f

A
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CIIC EXPECTATION: Prisons will provide a safe and secure environment for all
inmates.

Fights

Fights
15
are documented via RIB convictions for rule 19 (fight) violations. The
rate
16
of rule 19 convictions for CY 2013 increased 1.6 percent compared to CY
2012.
17xvii

The rate of rule 19 convictions for CY 2013 at AOCI was significantly less than
the comparator prisons and the DRC average.
18xviii

The following provides a comparison of the rate of documented rule 19 violations per
1,000 inmates across the DRC.

Chart 2
Rule 19 Violation (Fights) Rates
19

CY 2013

Homicides

There have been zero homicides during the period evaluated by CIIC (2012 to
date).

15
The total number of RIB convictions for rule 19 violations does not correlate to a total number of fights.
For example, seven inmates might have been involved in one fight all seven inmates would have been
found guilty by the RIB for a rule 19 violation and would therefore be included in the total number.
16
The rate was obtained by dividing the total number of rule 19 violations for the year by the average
monthly institutional population for that same time period.
17
In CY 2012, the facility reported 97 (61.2 per 1,000 inmates) rule 19 convictions; during CY 2013, the
facility reported 99 (62.2 per 1,000 inmates) rule 19 violations.
18
The rate for the comparator prisons was 118.6 and the DRC average was 149.9.
19
Rate is per 1,000 inmates.
62.2
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B. DISTURBANCES
20

CIICs evaluation of disturbances focuses on the number of disturbances at the
institution during a year in comparison to the previous year, the comparator prisons rate,
and the DRC average. Overall, the CIIC inspection team rated disturbances as
EXCEPTIONAL.

In CY 2013, AOCI reported zero disturbances. The rate of disturbances
decreased in comparison to CY 2012, in which one disturbance was reported.
21xix

The rate of disturbances in CY 2013 was less than the comparator prisons as
well as the DRC average.
22xx

The following provides a comparison of the rate of disturbances across the DRC per
1,000 inmates.

Chart 3
Rate of Disturbances by Institution
CY 2013

C. USE OF FORCE

CIICs evaluation of use of force focuses on the number of uses of force at the
institution during a year in comparison to the previous year, the comparator prisons rate,
and the DRC average. A further evaluation is conducted by reviewing a random

20
Disturbances are defined as any event caused by four or more inmates that disrupts the routine and
orderly operation of the prison.
21
The rate of disturbances at the institution in CY 2012 was 0.6. During CY 2013, the rate was zero per
1,000 inmates
22
The rate of disturbances for the comparator prisons was 2.6 and the average for DRC system-wide was
3.2.
0
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Reception Medical/
Female

sample of 20 use of force reports. Overall, the CIIC inspection team rated use of force
as ACCEPTABLE.

During CY 2013, the facility reported 107 use of force
23
incidents.
xxi
Compared to
CY 2012, in which 100 uses of force were reported, total uses of force increased
by 7.0 percent. The rate of use of force incidents also increased by 6.5
percent.
24

During CY 2013, 53.0 percent of use of force incidents involved white inmates,
44.7 percent involved black inmates, and 2.3 percent involved inmates of another
race.
25xxii
In comparison to the racial breakdown of the institution there does not
appear to be any racial disparities regarding use of force incidents.
The use of force rate for CY 2013 was more than the comparator prisons, but
less than the DRC average.
26xxiii

During CY 2013, chemical agents (mace) were used three times.
xxiv
This is
slightly less than chemical agents were used in CY 2012, in which chemical
agents were used five times.
xxv

CIICs review of use of force includes a sample of 20 randomly selected use of
force reports as well as any available video. Key findings include:
o Officers responses to incidents appeared to be appropriate.
27

o Staff appropriately referred use of force reports to the use of force
committee when necessary.
o The majority of officer statements were thorough and clearly stated
directives given prior to force. However, one use of force packet contained
incident reports that were verbatim.
28

o Of concern, no video footage was available, which is poor.
29

o A slight majority of inmates refused to provide a use of force statement.
o Several minor documentation errors were present.
30

o There were a few incidents where medical did not evaluate the inmates
and/or staff members until several hours or even a couple days after the
use of force incident.
Inmate surveys and focus groups did not indicate any issues with use of force.

23
Further information regarding use of force incidents can be found in the Glossary.
24
The rate of use of force incidents in CY 2012 was 63.1 per 1,000 inmates. During CY 2013, the rate
was 67.2.
25
As of April 9, 2014, 56.8 percent of the total institutional population was classified as white; 41.5
percent was classified as black and 1.7 percent as inmates of another race.
26
The use of force rate at AOCI in CY 2013 was 67.2 per 1,000 inmates; the comparator prisons rate was
40.8 per 1,000 inmates. The DRC average was 80.8.
27
Upon reviewing one incident, it appeared as though force could have been avoided until a supervisor
was notified. However, it should be noted that the force was not excessive or inappropriate which was
supported by a use of force investigation at the institution.
28
This may indicate that staff worked together when filling out their statements.
29
Two packets indicated security footage was available and preserved. However, the video was not
saved.
30
Documentation errors primarily consisted of missing times on DRC 5251 (medical) forms and a few
unchecked boxes or blanks on cover sheets.

D. CONTROL OF ILLEGAL SUBSTANCES

CIICs evaluation of control of illegal substances focuses on the percent of inmates who
tested positive of an illegal substance at the institution during a year in comparison to
the previous year, the comparator prisons rate, and the DRC average. Overall, the CIIC
inspection team rated control of illegal substances as ACCEPTABLE.

During CY 2013, 3.1 percent of the inmates tested positive for the presence of an
illegal substance,
31,32xxvi
which increased in comparison to CY 2012.
33,34xxvii

The percentage of inmates who tested positive in CY 2013 at AOCI was the
same as the comparator prisons and the DRC average.
35xxviii

In response to CIICs survey question pertaining to prohibited substances, the
top substances that inmates reported as available were tobacco (65),
alcohol/hooch (60), and marijuana (58).
36
(Please refer to the DRC Inmate
Survey results in the Appendix for more information.)
Staff relayed several actions taken to control contraband.
37

E. INMATE PERCEPTION OF SAFETY

CIICs evaluation of inmate perception of safety focuses on three areas: survey
responses, focus group participants, and the number of refusal to lock for personal
safety reasons. Overall, the CIIC inspection team rated inmates perception of safety as
EXCEPTIONAL, with the exception of the PC unit, which is IN NEED OF
IMPROVEMENT.

83.6 percent of inmate survey respondents (n=165) reported they are very safe,
safe, or neutral (in terms of safety).
Open-ended survey responses cited safety as a positive aspect of the facility.
The majority of focus group participants rated their personal safety as safe.
38

31
Each DRC institution conducts monthly urinalysis tests of a random sample of its population. The
urinalysis tests for the presence of a broad range of substances. The institution randomly tested 1,068
inmates of which 33 tested positive.
32
31 inmates tested positive for THC (marijuana), one tested positive for alcohol, and one tested positive
for opiates.
33
In CY 2012, 1.5 percent of inmates tested positive for the presence of an illegal substance.
34
Staff relayed that the Level 1 inmates who work outside the fence are stripped searched before they
reenter the compound.
35
The average percent of positive drug test results during CY 2013 for the comparator prisons was 3.1
percent. The DRC average was 3.1 percent.
36
61 inmates refused to answer and 28 indicated that prohibited substances are not available.
37
These include the use of a narcotics canine, greater staff/employee searches, more late night
searches, and motion sensor cameras.
38
Inmates felt that most inmates generally got along well with one another at the institution. No inmates
reported having any safety concerns during their first nights at AOCI. Focus group participants were also
asked if there are any vulnerable areas of the prisons or areas where incidents are more likely to
occur. Most participants could not identify any areas that they felt were hot spots or that may not be
covered by a camera. One focus group relayed concerns regarding being called to chow right after or

The institution had zero inmates in segregation for refusal to lock due to safety
concerns,
39
and zero inmates were under PC investigation on the day of the
inspection.
However, PC inmate survey responses were the most negative received this
biennium, with only 47.0 percent of inmate respondents (n=115) rating their
safety positively.

F. UNIT SECURITY MANAGEMENT

CIICs evaluation of unit security management focuses on policy compliance for officer
rounds, documented shakedowns, and cell/bunk security. Overall, the CIIC inspection
team rated unit security management as ACCEPTABLE.

Officer Rounds

Officers documented rounds in the requisite 30 minute, staggered intervals with
one exception.
40
Officers in the mental health units (housing units 1A, 1B, and
2A) documented rounds every 15 minutes. In addition, 3
rd
shift officers in
segregation and PC conducted 15 minute rounds.

Cell/Bunk Searches (Shakedowns)

Housing unit officers are required to search inmates bunks/cells for contraband,
including illegal drugs and weapons. Officers were inconsistent for required
shakedowns and the documentation of the shakedowns. In one unit, officers
stopped doing shakedowns.
41

Cell/Bunk Security Check

During the inspection, CIIC staff check a random selection of cells in each unit for
common cell security issues such as obstruction of windows, material in locks
and cuff ports, inappropriate pictures, clotheslines, and graffiti. CIICs review of
cells indicated minor concerns with towels on the floor and inappropriate pictures.
CIIC staff also check bunk areas to identify if inmates are hanging items to block
officers direct observation. There were no issues of inmates hanging items in
bunk areas.

right before the RTU unit is called. Participants stated that they were fearful of having to stand in the
chow hall line with these inmates because they do not know how they are going to react in a situation.
39
The institution did have one inmate in segregation due to concern for his personal safety if released as
the result of a debt.
40
Housing unit officers are required to conduct security check rounds at least every 30 minutes at
staggered intervals.
41
Reportedly, this was due to being upset about the new policy regarding 15 minute rounds.

G. INSTITUTIONAL SECURITY MANAGEMENT

CIICs evaluation of security management focuses on: executive staff rounds, critical
incident management, STG management, and escapes. Overall, the CIIC inspection
team rated institutional security management as GOOD.

Executive Staff Rounds

Executive staff members
42
are consistently making rounds in all units based on a
review of employee sign-in logs.
43,44

Violent Incident Management

A discussion was held with executive staff regarding violent incident tracking.
Staff demonstrated that they track incidents monthly and by location. However, it
was not clear whether greater trend analysis was done, or how frequently;
further, the analysis of violence was confusing.
The vast majority of violent incidents occur on the Residential Treatment Unit
(RTU). Staff relayed that they increased the number of security rounds in
response.
Most officers interviewed believe they were not adequately informed of incidents
between shifts.
45xxix

Most officers relayed that if a critical incident would occur, it would most likely be
an escape or an incident in the visitation room.
46xxx

Most officers relayed that if a violent incident would occur, it would most likely be
a large fight on the recreation yard or in the chow hall due to staffing concerns.
xxxi

STG Management

As of January 2014, there were 104 STG-affiliated inmates,
47
which was 6.4
percent of the institutional population.
xxxii
The number of STG-affiliated inmates
decreased by 27.3 percent in comparison to the number in July 2013.
48

42
In reference to rounds, executive staff includes the Warden, the Deputy Wardens, the Inspector, and
the Unit Management Chief. The Warden and Deputy Wardens are required to conduct rounds per DRC
policy 50-PAM-02 (once per week). Visibility of leadership is important in the correctional environment. It
indicates they are aware of the conditions within their facility, and it also serves to boost the morale of
staff and inmates.
43
CIICs review of the employee sign-in logs generally covers the one month period prior to the date of
the inspection.
44
The Inspector was less frequently on the units; however, the position recently changed. Further, the
Wardens expectations for the Inspector reportedly do not include weekly rounds of the housing units.
45
Most officers received their information during roll call. However, officers relayed that roll call does not
provide sufficient information regarding incidents that occurred between their shifts. Officers often spend
more time picking their post assignment during roll call instead of discussing incidents that occurred on
the units.
46
Question regarding critical and violent incidents were asked during one-on-one interviews with
correctional officers.
47
91 were listed as passive, eight were listed as active, and five were disruptive.

The institutional percentage of STG-affiliated inmates was less than the
comparator prisons as well as the DRC average.
49xxxiii

The number of rule 17 (unauthorized group activity) convictions
50
appears to be
in line with their STG population.
51xxxiv

In response to CIICs survey question pertaining to the type of gang activity at the
institution, results were inconclusive to the primary types of activity at the
institution.
52
Please refer to the DRC Inmate Survey results in the Appendix for
more information.
The institution has an Investigator and unit sergeant who function as the STG
Coordinator. A review of the past three months of STG committee meetings
indicate that meetings are regularly held and that participation includes executive
staff.

Escapes

There have been zero escapes, but two attempted escapes during the period
evaluated by CIIC (2012 to date).
53

H. PRISON RAPE ELIMINATION ACT (PREA)

CIICs evaluation of the institutions compliance with the Prison Rape Elimination Act
(PREA) focuses on the number of reported sexual assaults, review of the most recent
PREA audit report, access to inmate reporting, and inmate responses. Overall, the CIIC
inspection team rated PREA compliance as DEFERRED until the institution completes a
PREA audit.

Staff reported eight PREA cases in 2013, of which two were allegations against a
staff member and six were allegations against another inmate. Of the two staff
allegations, one was unfounded and one was unsubstantiated. Of the six
inmate-on-inmate allegations, three were unfounded and three were
unsubstantiated.
The facility has not yet been audited for PREA compliance.
PREA posters, with information for inmates on reporting of sexual assaults, were
posted in all the housing units.

48
The institution had an STG population of 143 as of July 1, 2013.
49
The percentage of STG-affiliated inmates for the comparator prisons was 11.7 and the DRC average
was 16.2.
50
RIB convictions for rule 17 (unauthorized group activity) violations do not capture total gang activity in
an institution, as gang activity likely occurs that is not captured by staff supervision and/or documented
via a conduct report and RIB conviction.
51
In CY 2013 the facility reported a rate of 3.8 (six) rule 17 violations. The comparator prisons rate was
19.0 and the DRC average was 23.9.
52
48 inmates refused to answer and 71 indicated that gang activity is not frequent at this institution.
53
Staff relayed that in one incident the inmate was found between the inside and outside perimeter
fences, while the other one was stopped by officers as soon as he started to climb the inside perimeter
fence.

Five inmates reported that they had sexual contact with a staff member at the
facility, but zero inmates reported they experienced sexual abuse from a staff
member. Inmate survey responses
54
generally indicated that inmate-on-inmate
sexual contact occurs in the cells or showers.
All focus group participants were aware of the means available to report sexual
victimization and had recently viewed a video on the subject of PREA. Some
focus group participants did not know that the PREA hotline was pre-
programmed into their phone book.

54
Survey responses indicated that seven inmates have had sexual contact with another inmate at the
institution and three inmates reported sexual abuse from another inmate at the institution.
SAFETY AND SECURITY RECOMMENDATIONS


Ensure that staff complete use of force incident reports separate from one
another.


Executive staff should review use of force documentation procedures with
supervisors and medical staff to ensure participants are seen in a timely
manner and that the time is documented.

Evaluate and address PC inmates safety concerns.

Ensure that staff conduct shakedowns and document them according to
institutional/DRC policy.

II. HEALTH AND WELLBEING

A. UNIT CONDITIONS

CIICs evaluation of unit conditions consists of direct observation of unit conditions.
Based on its observation, CIIC rated unit conditions as GOOD, except for the
showers/bathrooms in the PC unit.

AOCI consists of five general population celled housing units (2B, 3A, 3B, 4A,
4B) and one dorm housing unit (5 A/B).
55
In addition, AOCI has a Residential
Treatment Unit (RTU) consisting of two celled housing units (1A and 1B), and the
Sugar Creek Development Unit (SCDU) for the developmentally delayed (2A).
AOCI also includes the Oakwood Unit (the former Oakwood Correctional
Facility), which contains four celled housing units, including the states Protective
Control (PC) unit. The RTU/SCDU and PC units are described separately.

General Population

All dayroom/common areas were rated good or exceptional. All cells were rated
as good, except for the Oakwood GP units, which were rated acceptable due to
inmate clutter. The majority of inmates reported that their units were generally
clean.
56

The shower/bathroom facilities
57
were generally rated as good or acceptable,
although the E1 showers on the Oakwood unit raised some concerns.
58

Maintenance concerns were minimal. Among all general population housing
units, all laundry facilities, drinking fountains, ice machines, microwaves, and all
but two phones were operational (an additional JPay kiosk was not operational).
Cell security issues were minimal.
Cleaning materials in all units were generally observed to be stocked, with only a
few bottles either less than half full or empty.
First aid boxes were available and secure in all units, except the Oakwood unit.
59

55
AOCI has an additional dorm (6 House, aka the bubble), which was closed at the time of the
inspection for deep cleaning and maintenance.
56
75.6 percent of GP survey respondents (n=168).
57
On the celled housing units, the cells have individual toilets and sinks, with shared shower facilities. In
the dorm unit, there is a shared bathroom and shower area.
58
Notes on the inspection checklist indicate that the showers smelled and that there was standing water,
black mold, and some peeling paint and rust.
59
On E1 and W1, CIIC staff noted that there was no first aid box and staff indicated that they could not
find one; however, they were found on E2 and W2, but in an unexpected placement. Therefore it is
possible that they were present on E1 and W1.
CIIC EXPECTATION: Prisons will provide sanitary conditions and access to
adequate healthcare and wellness programming.

Fire extinguishers were present on all units and documentation indicated that
they were receiving their monthly inspections, with the exception of one on
5A/B.
60

RTU/SCDU

Similar to the general population units, all common areas were rated as good for
cleanliness, as were cell conditions, with the exception of 2A, which had chipped
paint and minor cleanliness concerns. The majority of RTU/SCDU survey
respondents reported that their units were generally clean.
61

Shower/bathroom facilities were rated as good for cleanliness.
Maintenance concerns were slightly more than the GP units, with a toilet and a
sink down in 1A and one shower inoperative. However, staff relayed that
maintenance staff complete work orders quickly. All phones, laundry facilities,
drinking fountains, ice machines, and microwaves were reported to be
operational.
No cell security issues were observed.
Cleaning chemicals were present and matched inventory.
First aid boxes were present and secured.
Fire extinguishers were present and documentation indicated that they were all
receiving their monthly inspections.

Protective Control (PC) Unit

The states PC unit consists of two celled units on Oakwood (E2 and W2).
Common areas were rated as good on W2 and acceptable on E2. Cells were
rated as good on both units. PC inmates were more dissatisfied with the
cleanliness of their units, although a majority still reported that they were clean.
62

Showers were rated as acceptable or in need of improvement due to the
condition of the showers, although staff indicated that they were cleaned daily.
63

Cell security issues were minimal, which is an improvement over the 2012 CIIC
inspection, but there were hanging towels from the bunks, completely obscuring
an officers view of the inmate.
Cleaning chemicals were present and matched inventory.
First aid boxes were present and secured.
Fire extinguishers were present and documentation indicated that they were all
receiving monthly inspections.

60
The most recent inspection was February 2014.
61
80.6 percent of RTU/Sugar Creek survey respondents (n=31).
62
60.0 percent of PC survey respondents (n=115).
63
The handicap-accessible bathroom on W2 (W-254) had an extremely strong smell of sewage. The
other showers on W2 need to have their floors redone. The showers on E2 were in need of improvement
due to the condition of the walls and the floors need to be redone.

B. MEDICAL SERVICES
64

CIICs inspection of medical services in a correctional facility focuses on cleanliness of
facilities, staffing, access to medical staff, and staff and inmates communication. The
inspection includes information collected from interviewing the health care administrator,
observations of the facilities and a focus group comprised of staff. CIIC does not
independently evaluate the quality of medical care in a facility. Overall, the CIIC
inspection team rated medical services as ACCEPTABLE.

Facilities

The medical facilities were observed to be in good condition.
65

The facility has adequate space for staff to conduct clinical duties, although
administrative space for the nurses appeared limited. In addition, staff relayed a
concern regarding examination space.

Staffing

The facility has a sufficient number of medical staff.
66,67

The institutions advanced level providers have been at the facility for more than
one year.
There was only one nurse practitioner vacancy reported.
However, staff relayed that they are frequently short-staffed and that the
minimum staffing needs reevaluated. Staff also relayed that LPNs are not used
to their full potential.

64
CIICs inspection of medical services at AOCI occurred on February 5-6, 2014, separate from the main
inspection due to CIIC staff schedules.
65
Medical facilities at AOCI consists of an office, four exam rooms, five infirmary beds, one records area,
three bathrooms, and one waiting area.
66
The nursing staff consists of 14 RNs, and six LPNs. Advanced level providers consist of two full time
physicians and one full time Nurse Practitioner. There is a Health Care Administrator, a Quality
Improvement Coordinator and an Assistant Health Care Administrator. Contracted staff consists of one
dentist, two dental assistants, one hygienist, one radiology technician, a part-time diet technician, one
phlebotomist, and four Health Information Technicians. Currently there are one contracted LPN and one
contracted RN. A physician is being hired on a contract basis to address the back log in chronic care.
67
It was reported that the medical acuity of the institution was raised to the third highest, behind FMC
and PCI. Therefore, staff relayed that they feel as if another nurse should be added. Staff relayed that
they feel as if they are stretched thin. However, it was later relayed that this is due in part to their
colleagues frequently calling off. When comparing the number of RNs and LPNs at AOCI to other
facilities, it would seem that the number of staff is appropriate based on the size of their population.
Institutions with higher populations have roughly the same number of RNS and LPNs as AOCI.

Access to Medical Services
68

Health Service Request forms were available in every housing unit, with the
exception of 1B, in which they have to ask the officer for them.
There was no backlog for Nurse Sick Call or Doctor Sick Call reported.
69

Inmates reportedly wait no more than 48 hours to be seen in nurse sick call from
the time the request is logged. However, the majority of inmate survey
respondents indicated that requests are only sometimes or rarely responded to
within 48 hours.
70

The number of inmates on the chronic care caseload who were documented as
no-shows was zero, and the percentage of inmates who signed an Against
Medical Advice for the past 90 days was calculated to be 5.5 percent, which is
about average compared to other institutions evaluated.
71

GP and RTU inmates that participated in the survey reported high satisfaction
with healthcare services. PC inmates were more dissatisfied, especially in
regard to the doctor.
72

Surveys of the inmate population are performed on an annual basis.
Negatively, there was a small backlog of inmates for chronic care
appointments.
73

Also negatively, staff were not accurately tracking no-shows for Doctor Sick Call
prior to the inspection. Staff stated that now that they are tracking accurately,
they have created an action plan to reduce the number.

Medical Deaths

There were eight inmate deaths in the time period evaluated by CIIC.
74

68
Access to medical staff is evaluated based on several factors: (1) time period between inmate
submission of a health service request form and appointment with medical staff; (2) time period between
referral to the doctor and appointment with the doctor; (3) response times to kites and informal complaint
forms; and (4) current backlogs for Nurse Health Call, Doctor Health Call, and Chronic Care Clinic.
69
Non-chronic care inmates shared concerns with the time it takes to be seen in doctor sick call. In
general inmates relayed that it could take up to ten days to see the doctor. Concerns regarding being
rescheduled after long wait times at the infirmary were also expressed.
70
Of survey respondents in the general population, 73.2 percent (n=153) stated that they are sometimes
or rarely seen within two days of submitting a sick call slip.
71
The total number of chronic care clinics for the past 90 days was reported to be approximately 726. The
number of clinics where inmates who were No Shows were zero and the number of inmates who signed
an Against Medical Advice (AMA) was reported to be 40.
72
Out of the GP survey respondents, 77.3 percent (n=154) were very satisfied, satisfied, or neutral with
the quality of healthcare provided by nurses; 54.4 percent (n=149), doctors; 87.9 percent (n=149), dentist.
Out of RTU survey respondents, 89.3 percent (n=28), nurses; 78.6 percent (n=28), doctors; 79.2 percent
(n=24), dentist. Out of PC survey respondents, 58.0 percent (n=112), nurses; 38.2 percent (n=110),
doctor; 79.0 percent (n=105), dentist.
73
It was reported that there was a back log of 111 inmates (12.9 percent). Staff relayed that this has been
an ongoing effort to reduce the backlog. However, the institution lost one doctor and a nurse practitioner,
who saw many of the patients.
74
The period of time evaluated by CIIC was from January 2012 to present. It was reported that six were
expected and two were unexpected.

Staff/Inmate Communication
75

CIIC staff conducted two focus groups of inmates in regard to medical care. One
consisted of inmates enrolled in chronic care clinics, and the other consisted of inmates
not enrolled in chronic care clinics. In addition, a focus group of medical staff was held.
The following are key findings:

Inmates relayed concerns regarding the medical care, particularly in regard to
communication with one of the physicians and follow-up care. Inmates relayed
that they are told to buy items through the commissary, but that the commissary
does not stock the items, and relayed concerns regarding a phlebotomist who is
reportedly no longer at AOCI. However, feedback regarding the other physician
was very positive.
Both focus groups relayed that the dental clinic provides excellent service.
Timeliness for doctor sick call was a concern expressed by the non-chronic care
focus group.
76
However, chronic care inmates relayed that they are generally
seen on time for their chronic care appointments and general medical care.
Inmates relayed that most nurses conduct themselves professionally, but that
Staff concerns about the facility included staffing, and need for better equipment.
Staff also stated that the central pharmacy process needs reviewed, and
suggested that the RTU RN do the mental health pill call.

Departmental Internal Audit Findings

A full internal management audit was conducted in June 4-6, 2013. The auditors
relayed numerous concerns pertaining to the administration of care.
77
However,

75
Two focus groups were conducted of general population inmates. One focus group consisted of
inmates on the chronic care caseload, the other focus group consisted of inmates that are not on the
chronic care caseload.
76
Inmates relayed that they wait for over a week to see the doctor after being seen in nurse sick call.
They reported that they often wait for hours to see the doctor once they arrive at the infirmary.
77
Among the discrepancies noted in the IMA, it was observed that 1) follow-up appointments for
offenders with cancer/chronic illnesses were untimely; 2) documentation for competency training could
not be provided for nurses; 3) Documentation could not be produced to support that a member/designee
of the medical leadership team met with the inmate/patient to discuss his/her informal complaint; 4) Four
out of five files reviewed did not include a cursory dental exam indicating the condition of the mouth, teeth
and/or gums; 5) records revealed that assessments of several patients admitted to the infirmary were not
completed within eight hours; 6) Two out of five files reviewed did not have the Physician order dated,
timed, or signed by the ALP. Five out of five files reviewed did not have the laboratory testing results
stamped with the institution name and date received/printed. 7) Five out of five files reviewed did not
include a distinct admission progress note written by an ALP in the progress note of the infirmary
assessment form (DRC 5396) upon his initial evaluation following the admission. Four out of five files
reviewed did contain a condition-specific nursing assessment completed minimally every 8 hours and
documented on DRC5396. The ALP progress notes were not completed on the infirmary assessment or
progress notes (IDPN) for every day the ALP was on site, in five out of five files reviewed. 8) In regard to
diabetic patients there were no vaccine records in three out if five files reviewed. 9) Of the four files
reviewed, zero contained a physician order to enroll the patient into the HIV Chronic Care Clinic from
either reception or parent Institution. A CCC Baseline evaluation was not completed, to include medical
history and physical exam at either reception or the parent institution in four of the five files reviewed.

a recent re-inspection by the Regional Nurse Administrator revealed that of many
of the items identified as deficient in the audit had either been corrected, or were
noted to be greatly improved.

Further information regarding medical services can be found in the inspection checklist
in the Appendix.

C. MENTAL HEALTH SERVICES
78

CIICs inspection of mental health services in a correctional facility focuses on
cleanliness of facilities, staffing, access to mental health staff, and critical incident data.
CIIC does not independently evaluate the quality of care provided. Overall, the CIIC
inspection team rated mental health services as GOOD.

Caseload

34.3 percent of the total inmate population
79
is on the mental health caseload,
which is higher than average.
There were 561 inmates on the mental health caseload, with 315 inmates
classified as seriously mentally ill (SMI).

Facilities

The mental health facilities consist of modern administrative areas and program
space. All were noted to be in excellent condition.
There are 12 specially designated cells for observation of inmates experiencing
mental health crisis in segregation and the infirmary.
80
During the inspection they
were observed to be in good condition.

Staffing

Staffing levels appear to be sufficient to address the needs of the population
mentally ill and mentally impaired.
81

None of the files reviewed demonstrated immunizations against Influenza, pneumonia, Hep. A and B
were done/offered and/or up to date. Lastly, four out of four patients on antiretroviral therapy, compliance
is being monitored. 10) In two out of five files reviewed, the medical auditors believed pain medication
should have been offered.
78
CIICs evaluation of mental health services at AOCI occurred February 5-6, 2014.
79
This percentage is derived from the mental health population total obtained on February 5-6, 2014, in
comparison to the institutional population obtained during the full inspection, starting April 7, 2014.
80
There are six cells located in the infirmary, three in segregation, two in the infirmary, and one located in
the Oakwood unit. Safe cell checklists were reviewed, and only one cell located in segregation was noted
to have a maintenance issue. Reportedly, the cell was currently not being used as a safe cell.
81
There are two psychiatrists, one psychologist, one nurse practitioner, 15 registered nurses, three
psychiatric assistants (masters level), three licensed social workers, one licensed independent social
worker, a rehabilitation coordinator, three activity therapists, seven psychiatric attendants, an activity
therapy supervisor, two psychology supervisors, a mental health administrator, a psychiatric nurse
supervisor, and a psychiatric nurse supervisor

There is sufficient psychiatric coverage at the facility.
82

There were four vacancies at the time of the inspection.
83

Access to Mental Health
84

All referrals to mental health were completed in the 14 day time period, with
many being completed within one week.
It was reported that initial psychiatry appointments for the Residential Treatment
Unit and the outpatient population was seven days or less.
All mental health requests in the previous three months were responded to
timely, and there was no reported backlog for either.

Mental health staff makes weekly rounds in segregation.
There are 38 inmates reported to be on mandated medications.
An extensive number of mental health services and programming is provided to
inmates at the institution by a multi-disciplinary team of staff.
An estimated 64 percent of programs scheduled were conducted in the past 90
days.
85
This is a lower percentage than other institutions evaluated.
The majority of GP, PC, and RTU survey respondents reported feeling that they
had adequate access to mental health services,
86
and satisfaction with the
services provided.
87

Critical Incidents

There have been no suicides reported at the institution in the time period
evaluated by CIIC.
88

There have been three suicide attempts and 22 incidents of self injurious
behavior in the past year.
There have been 123 incidents of inmates placed on constant watch, close
watch, or placed under mental health observation.
Restraints were utilized once during the past year.
89

82
The facility has two psychiatrists, one for outpatient services and one for the Residential Treatment
Unit.
83
The vacancies consisted of an activity therapist, a psychiatric attendant coordinator, a social worker,
and a licensed independent social worker.
84
Access to mental health staff is evaluated based on several factors: (1) time period between inmate
submission of a mental health service request form and appointment with mental health staff; (2) time
period between referral and appointment with the psychologist or psychiatrist; (3) response times to kites
and informal complaint forms; and (4) current backlogs.
85
During the period of November to December, there were 685 programs scheduled by nursing, social
work, psychology and activity therapy staff. Of those, 435 were conducted during that period.
86
74.6 percent of GP survey respondents (n=114); 64.4 percent of PC survey respondents (n=101); 90.0
percent of RTU respondents (n=30).
87
74.0 percent of GP survey respondents (n=77); 64.4 percent of PC survey respondents (n=87); 86.2
percent of RTU respondents (n=29).
88
The time period evaluated by CIIC is January 2012 to December 2013.
89
The incident resulted in one inmate being placed in 4-way restraints for a period of approximately 15
minutes, and reportedly resulted in no injuries to the inmate as a result.

Staff is assigned to respond to crisis situations on a rotating weekly basis, and
have a coordinated response to assist inmates during these periods.

RTU/SCDU

As discussed above, AOCI houses both the Level 1 and 2 RTU for inmates
experiencing a mental health crisis, as well as the Sugar Creek Development
Unit for the developmentally delayed. The units were observed during the
inspection by CIIC staff with no concerns noted.
Medical staff make rounds for RTU level 1 and 2 daily, and for RTU level 3 and 4
inmates upon request. Mental health rounds are reportedly conducted every
shift. Executive staff regularly conduct rounds through the unit, as well.
The primary concern with the RTU is the high level of assaults. In the prior year,
staff reported 19 inmate-on-inmate assaults and 25 inmate-on-staff assaults.
This is significantly more than the RTUs located at the higher security
classifications.
90
It is not clear that this is related to mental health services,
however.
A survey was conducted of the RTU population. CIIC received back 31
completed surveys. Inmates relayed positive comments regarding staff and
perceived low violence. The most frequent concerns that survey respondents
relayed were in regard to (1) food and (2) greater access to activities.

Departmental Internal Audit Findings

A full internal management audit was conducted in June 4-6, 2013. There were
three discrepancies identified regarding AOCI mental health services.
91

Further information regarding mental health services can be found in the inspection
checklist in the Appendix.

D. RECOVERY SERVICES

CIICs evaluation of recovery services in a correctional environment focuses primarily
on access and quality (as determined by DRC staff). Overall, the CIIC inspection team
rated recovery services as GOOD.

90
According to information from the other institutions housing an RTU, in the same time period, CRC
inmate experienced eight inmate-on-inmate assaults and seven inmate-on-staff assaults. The SOCF
RTU experienced two inmate-on-inmate assaults and eight inmate-on-staff assaults.
91
1) Auditors noted the mental health evaluation process was not completed within 14 days. One inmate
was not up to date in DOTS with the mental health classification. 2) The review of files of inmates on
mandated medications revealed that there was no documentation regarding the appeal request in six of
ten cases. 3) Inmate prescribed psychotropic medications are supposed to sign informed consent at the
time of the initial prescription. Three files reviewed did not contain the informed consent paperwork for the
last year. Additionally, three inmates reported that they did not receive a copy of their consent form.

Access
92

The inmates who are in chronic need of recovery services were prioritized for
programming.
The majority of GP survey respondents reported adequate access to recovery
services.
93,94
PC inmate survey respondents were more negative about access
to recovery services;
95
however, a recovery program has been offered to the PC
inmates.
96

There was a moderate number of inmates reported to be participating in
supplementary groups like Alcoholics Anonymous and Narcotics Anonymous, as
well as additional ancillary programs.
97

Volunteers are utilized to maximize the effectiveness of AA/NA programming.
Staff also relayed that there is an urban minority outreach program.
Staff relayed that although inmate graduates are not used to facilitate
programming, there is an alumni group and new inmate participants are buddied
up to ensure program completion.
AOCI offers the general selection of Recovery Service programming, including
the Treatment Readiness Program, the Intensive Outpatient Program, and the
Recovery Maintenance Program.
AOCI staff relay that they provide an educational program for family members.
Negatively, only 77.8 percent of scheduled treatment programs in the last 90
days were held.
98

Quality

The institution was audited by DRC administrators on May 28, 2013. The auditor
findings were predominately positive; however, there were concerns regarding
the documentation of one staff.
In FY 2013,

92
Each inmate is screened using an assessment tool for the need for addiction services, and is assigned
a number associated with a recovery services level. This number indicates the degree to which inmates
are in need of addiction services. Inmates are scored from zero to three; zero indicating no need of
services, to three indicating chronic need for addiction services. This number is determined through
completion of a need for services assessment that gives an overall score resulting in the assignment to
one of the recovery services levels. Inmates who score either two or three are most in need of treatment;
thus, they should be prioritized for programming.
93
57.5 percent of inmates (n=134) housed in general population reported that they had adequate access
to recovery services programming.
94
A variety of incentives are available for inmates if they successfully complete programs. Incentives
include earned credit, risk reduction, reentry coupons, and eligibility for 80 percent release under HB 86.
95
Only 40.0 percent of PC survey respondents reported adequate access to recovery service programs.
96
Staff relayed that they did offer a program and that although there was a great deal of initial interest,
longterm attendance by the PC inmates was actually very low.
97
Staff relayed that AA had an average monthly attendance of 55 participants and 35 in the Narcotics
Anonymous program. Staff relayed that there was an additional education group for the PC inmates.
98
Staff relayed that this was due to staff having to be off due to a family emergency, and also the bad
winter impeded staffs travel to the institution.

o 13.1 percent of inmates enrolled in AOCIs Treatment Readiness
Program
99
were early terminators. This is in line with the DRC average.
100

o 23.7 percent of inmates enrolled in AOCIs Intensive Outpatient
Program
101
were early terminators, which is slightly above the DRC
average.
102

o A very high percentage (45.1 percent) of inmate were early terminators
from the Recovery Maintenance Program.
103
Staff relayed that the high
termination rate was due to the retirement of an employee mid-year; due
to the low staffing, the program could not be continued and the inmates
were administratively discharged.
104

E. FOOD SERVICE

CIICs inspection of food services
105
includes eating the inmate meal, and observation
of the dining hall, food preparation area, and loading dock. CIIC also interviews the
Food Service Director. Overall, food service was rated as ACCEPTABLE.

Meal

CIIC sampled three inmate meals.
106
The first meal was rated as good based on
the appropriate serving temperatures, and tasteful quality of the main entres.
The second and third meals were rated as acceptable; although those meals
were prepared at the appropriate serving temperatures, the main entres did not
have the same quality as the first meal.
The most recent staff evaluation of an inmate meal was rated as good.
107

99
The Treatment Readiness Program is a 60-hour program delivered daily for a minimum of 15 hours a
week. A minimum of ten of the hours must be cognitive behavioral treatment specific. The remaining
hours shall consist of ancillary services. This program incorporates the stages of change model to focus
on participant motivation and readiness that will enhance treatment engagement and retention. This
program is offered to Recovery Service level 2 and 3 inmates.
100
According to the FY 2013 Bureau of Recovery Services report, at AOCI there were 61 total
participants and eight early terminations from the Treatment Readiness Program in 2013. The overall
DRC average early termination rate was 13.5 percent.
101
The Intensive Outpatient Program is a 180 hour program that provides treatment services delivered
daily for a minimum of 15 hours a week. A minimum of ten of the hours must be cognitive behavioral
treatment specific. The remaining hours will consist of ancillary services.
102
According to the FY 2013 Bureau of Recovery Services report, there were 59 total inmates enrolled in
the Intensive Outpatient Program, of which 14 were early terminators. The DRC average termination rate
was 20.4 percent.
103
The DRC average in FY 2013 was 17.4 percent.
104
Staff further relayed that the inmates have been enrolled in other recovery programs and are
completing them.
105
DRC Food Services changed to Aramark, a private vendor, in September 2013.
106
The meals were sampled on each day of the inspection. The April 7, 2014 lunch meal consisted of
tuna salad, rice, cabbage, green beans, wheat bread, and iced white cake. The April 8, 2014 lunch meal
consisted of hamburger, potatoes, mixed vegetables, and white bread. The April 9, 2014 lunch meal
consisted of two hot dogs, rice, baked beans, garden salad with Italian dressing, fruit, and wheat bread.
107
Each DRC institution assigns one staff member, the Administrative Duty Officer (ADO), to taste and
evaluate the quality of the inmate meal. The most recent evaluation was the April 4, 2014 dinner meal
which consisted of fish, coleslaw, mashed potatoes, peas, and bread.

Of the inmates interviewed
108
by CIIC, most rated the meals as good and
acceptable. Inmates who rated the meals as good believe the quality of the
meals have improved since the DRC changed to a new food service provider.
Inmates that rated the meal as acceptable also believe the quality has improved
but relayed concerns regarding small serving portions.
xxxv

Further, a review of the food service kite log
109
found that most inmate concerns
were regarding an insufficient amount of food available for the inmates
110
and the
substitutes used to replace the meals.
111

Negatively, 86.3 percent of the inmate survey respondents (n=168) were
unsatisfied with the food. The responses received from AOCI inmates were
among the most negative of any institution inspected during the biennium and
significantly worse than the average
112
inmate responses during the time period.
The most common reasons for inmate dissatisfaction with the food were in
regard to the portion sizes, the taste of the meals, and the lack of variety offered
on the menus.

Dining Hall

The tables and floor of the dining hall were clear of debris and there were no
signs of debris on the dining hall tables or under the serving line.

Food Preparation and Storage Areas

The counters were clear of any debris or food particles. However, CIIC observed
an excess amount of food on the floor between the kettles. Staff relayed that
inmate porters clean the area after the food is prepared to prevent the area from
being congested.
During the inspection, staff relayed that one cooler that was inoperable. Although
a work order request was placed to address each appliance, staff was not
provided with a possible completion date for each issue.
The institution passed its most recent health inspection
113
with five violations.
xxxvi

Most of the violations were related to items that were in need of maintenance
repairs.

108
During the March 10, 2014 inspection of the food service operations, CIIC interviewed several inmates
regarding the quality of the meals served at AOCI.
109
Per DRC Policy 50-PAM-02 (Inmate Communication/Weekly Rounds), the inmate kite system is a
means of two-way communication between all levels of staff and inmates. All kites are required to be
answered within seven calendar days and logged on the Kite Log.
110
Staff also relayed concern regarding an insufficient amount food available to the inmates. Staff believe
the issue is partially due to serving larger portions than required to the inmates, inmate servers omitting
items from the serving trays, and double backs in which inmates process through the serving line twice
by using another inmates badge. Staff relayed that a new badge scanner was recently installed and
double backs are no longer an issue.
111
Both inmates and staff relayed concerns regarding the items such as peanut butter being severed as a
substitute for an entre or side item.
112
An average of 70.5 percent of the inmates surveyed during previous inspections were unsatisfied or
very unsatisfied with their meals.
113
The most recent health inspection was conducted on February 25, 2014.

The most recent evaluation
114
by the DRC Food Service Contract Monitor found
the institution to be only 72.0 percent compliant with 13 areas of concern.
115xxxvii

The low score requires the institution to provide an action plan for improvement
and a 30-day follow-up to the Food Service Contract Monitor.
116

F. RECREATION

Engagement in recreational activities promotes positive physical and mental health.
CIICs evaluation of recreational facilities is based on three factors: facilities, activities,
and access. Overall, recreation was rated as ACCEPTABLE.

Facilities

The main compound physical facilities
117
appeared clean and well maintained.
Staff relayed that there were no current maintenance concerns. However, staff
are currently working on replacing the gym floor so that it is better quality.
The Oakwood Unit physical facilities
118
appeared clean and in working order.

Activities

Inmates on the main compound are offered a good selection of activities for
recreation, including several organized sports leagues and tournaments each
season. Positively, the sports leagues are divided into levels based on skill level.
Overall, the recreation department offers most of the activities permitted for Level
1 and 2 inmates, per policy.
Positively, the recreation department facilitates several unique activities, such as
various inmate-led aerobic classes, a number of institutional bands that
periodically play concerts, a Fantasy NASCAR league, and a Biggest Loser
Competition, among others.

114
The most recent inspection by the DRC Regional Contract Monitor was conducted on March 17, 2014.
115
The areas of concern were regarding inappropriate substitution, lack of training files for review,
products not properly labeled, food storage not compliant to DRC policy, Quality Control Program, worn
sinks, food sanitation reports, proper labeling of chemicals, and personal hygiene forms.
116
A score of 80 percent of above by the food service contract monitor indicates that the institution meets
the requirements of the DRC-Aramark contract agreement. A score of 70-79 percent requires the
institution to provide an action plan and a 30-day follow-up. A score of 69 percent or below requires an
action plan and a 14-day follow-up.
117
Indoor recreation facilities consist of a gymnasium with several basketball hoops, bleachers, and pull
up bars, an exercise room with weight equipment, a cardio room with two treadmills, one elliptical, and a
cycling bike. An additional cycling bike is off to the side in the gymnasium. There was also a separate
music room and an art room, which is currently under renovation due to a recent flood. Outdoor facilities
consist of a softball diamond, two basketball courts, a putt-putt golf course, a bocce ball court, two
handball courts, a horseshoe pit, a track, open field space, and numerous pull-up/dip bar stations.
118
Indoor recreation facilities consist of a gymnasium with several basketball hoops, an exercise room
with weight equipment, a cardio room with three treadmills, two bikes, medicine balls, jump ropes, and
mats. There was also a separate art room. Outdoor facilities consist of a basketball court, a softball
diamond, a volleyball court, dip bars, a bocce ball court, a track, and a covered picnic area with several
benches.

Compared to the main compound, the Oakwood Unit has fewer activities offered
to inmates. In addition, the recreation yards for the PC units are lacking, as they
are essentially empty, with only a single basketball court on one side, and a
single picnic table with benches on the other. Staff relayed that they are working
to increase the amount of activities that are offered at Oakwood.
119

At the time of the inspection, no outdoor recreation was offered to the maximum
security PC inmates.

Access

Inmate survey respondents reported high satisfaction levels with access to
recreation,
120
compared to other institutions inspected during the current
biennium.
121
Focus group participants also reported satisfaction with the quality
of recreation, but raised concerns regarding recreation being closed frequently
due to staff transports.
Staff reported that recreation and the yard on both the main compound and
Oakwood unit run on a fairly open schedule, with the exception of count time.
The Oakwood unit is restricted at various times for particular populations.
122

Focus group participants relayed that the recreation facilities are frequently shut
down and the largest number of survey respondents reported that the recreation
schedule is only sometimes followed.
123,124
However, staff relayed that the
recreation facilities are shut down 4 5 times per month.
125

119
Staff relayed that they are working to convert an extra storage room into a music room. Staff also
relayed that they are planning to implement a P90X style program for the Oakwood Unit.
120
CIICs survey of inmates (n=166) found that 9.6 percent were very satisfied, 25.3 percent were
satisfied, 32.5 percent were neutral, 22.3 percent were unsatisfied, and 10.2 percent were very
unsatisfied with access to recreation.
121
For purposes of comparison, an average of 36.6 percent of inmates surveyed at all institutions
inspected thus far during the current biennium reported being neutral, satisfied or very satisfied with
access to recreation.
122
This includes one session every morning that is designated for the level 4 protective control inmates.
During count, level 1 3 protective control inmates are given one hour of recreation time and thus
general population is restricted at this time.
123
CIICs survey of inmates (n=164) found that 31.1 percent reported that the recreation schedule is
usually or always followed, 45.7 percent of respondents reported that it is only sometimes followed, and
23.2 percent reported that it is rarely or never followed.
124
For purposes of comparison, an average of 43.2 percent of inmates surveyed at other institutions this
biennium reported that the schedule is sometimes followed.
125
Staff relayed that recreation facilities are shut down due to transports.

HEALTH AND WELLBEING RECOMMENDATIONS

Evaluate the cleanliness of the showers/bathrooms on Oakwood and potential
strategies to address.

Consider conducting more frequent surveys of the inmate population to identify
potential problems or areas in need of improvement.


Develop additional strategies to reduce assaults on the RTU

Evaluate the food service concerns relayed by inmates and develop strategies
to improve the quality of the meals and ensure the appropriate portions are
provided to inmates.

Ensure the food service operations scores 80 percent or above on the next
evaluation by the DRC Food Service Contract Monitor.

Develop additional recreational activities for the PC inmates, which could
include the construction of additional recreation areas in the PC-accessible
yards and/or the provision of additional activities. In addition, provide outdoor
recreation for the maximum security PC inmates.


IV. FAIR TREATMENT

A. STAFF/INMATE INTERACTIONS

CIICs evaluation of staff/inmate interactions is based on its survey of inmates, inmate
focus groups, and analysis of grievance data. Overall, CIIC rates staff/inmate
interactions as EXCEPTIONAL with regard to the GP population.

Overall, focus group participants relayed that the majority of the institutional
officers are professional and respectful in their treatment and communication with
inmates. However, inmates did relay a few concerns regarding interaction with
correctional supervisors.
Inmate survey responses relayed few staff-related concerns and many positive
comments were relayed regarding positive staff/inmate interactions. (For more
information regarding the survey responses, please see the Appendix.)
Significantly higher percentages of GP survey respondents reported that housing
unit officers are responsive to their needs, professional, and fulfilling job
duties.
126

Inmate survey respondents were also more likely to report that their Case
Manager or their Unit Manager was helpful, particularly with regard to their Unit
Manager.
127

A very low percentage of inmate survey respondents reported that they had been
harassed, threatened, or abused by staff than at the comparator prison,
128
with
the most common incidents involving feeling threatened or intimidated and
insulting remarks.
Further, the total number of grievances against staff actions decreased from 79
in CY 2012 to 64 in CY 2013.
Of the special populations, PC inmate survey respondents were more negative
regarding staff.
129

126
77.2 percent, 73.0 percent, and 72.1 percent (n=158, 152, 154). In comparison, at CCI, 65.6 percent,
57.9 percent, and 62.0 percent; at PCI, 44.0 percent, 38.4 percent, and 45.9 percent; at LOCI, 61.8
percent, 55.3 percent, and 64.8 percent; at FMC Zone B, 76.9, 64.0, and 72.5 percent; at LAECI, 40.7
percent, 31.4 percent, and 40.0 percent. Surveys at prior inspections of comparator prisons did not
include this question.
127
53.8 percent and 59.7 percent, respectively (n=158, 144). In comparison, at CCI, 49.5 percent and
44.7 percent; at PCI, 35.5 percent and 37.2 percent; at LOCI, 55.0 percent and 41.4 percent; MACI, 50.8
(Zone A) and 53.5 (Zone B) for the Case Manager, 34.4 (Zone A) and 55.3 (Zone B) for the Unit
Manager; BECI, 55.9 (Case Manager) and 49.5 (Unit Manager); and LAECI, 48.8 (Case Manager) and
37.2 (Unit Manager).
128
29.3 percent (n=167). In comparison, at CCI, 43.3 percent; at PCI, 51.0 percent; at LOCI, 52.0
percent; at MACI, 68.9 percent of Zone A survey respondents and 58.4 percent of Zone B respondents
responded the same; 48.9 percent of BECI compound respondents; 48.0 percent of LAECI respondents.
129
Regarding housing unit officers, 49.1 percent of PC respondents (n=114) relayed that officers are
responsive to their needs; 44.5 percent (n=110), professional; and 48.2 percent (n=110), fulfilling job
CIIC EXPECTATION: Prisons will provide fair and professional treatment of
inmates.

B. INMATE GRIEVANCE PROCEDURE (IGP)

CIICs evaluation of the inmate grievance procedure
130
includes a review of a random
sample of informal complaints and grievances, inmate survey responses, and data
analysis. Overall, CIIC rates the inmate grievance procedure as ACCEPTABLE.

Access

Inmate survey responses indicated that the vast majority of inmates normally
have access to informal complaints.
131

A low percentage of inmate survey respondents (31.1 percent) reported that they
had felt prevented from using the grievance procedure at some point.
132

Negatively, for inmates who had not used the grievance procedure, the top two
reasons reported were Grievance procedure does not work and Staff
retaliation.
Also negatively, a low percentage of inmates reported knowing who the Inspector
was than at comparator prisons.
133,134
Further, at the time of the inspection, the
Inspector did not make weekly rounds through all housing units or hold open
office hours.
135

Informal Complaints

In CY 2013, the facility reported receiving 1,500 informal complaints resolutions
(ICRs), a 14.0 percent increase from CY 2012.
136

Of the total, only 1.2 percent did not have a documented response, which is low.
Of those that did receive a response, 14.5 percent were outside of the seven day
timeframe mandated by DRC administrative rule, which is above the DRC
average.
137
Both the non-response and untimely rate increased since 2012.
138

duties. In addition, 47.4 percent of PC respondents (n=116) reported having been harassed, threatened,
or abused by staff. Lower percentages of PC inmates reported satisfaction with unit staff.
130
Pursuant to Section 103.73 of the Ohio Revised Code, the CIIC is required to evaluate the inmate
grievance procedure at each state correctional institution. The inmate grievance procedure is a three-
step process by which inmates can document and report concerns to multiple levels of DRC staff. For
more information on the inmate grievance procedure, please see the Glossary at the back of the report.
131
89.4 percent of inmate respondents (n=161) reported having access to informal complaints.
132
31.1 percent of inmate survey respondents (n=164) reported that they had felt prevented from using
the grievance procedure at some point. In comparison, 37.3 percent at CCI; PCI, 43.2 percent; LOCI,
38.8 percent; LAECI, 37.0 percent; FMC Zone B, 26.9 percent; BECI (compound), 35.1 percent.
133
30.7 percent of inmate respondents (n=166). In comparison, CCI, 38.2 percent; PCI, 34.5 percent;
LOCI, 54.2 percent; BECI, 48.2 percent of compound respondents; LAECI, 42.7 percent.
134
The Inspector position has also recently changed, which may account for the low number.
135
The Inspector relayed that she would begin holding office hours in the chapel.
136
An increase in informal complaints may indicate an overall increased level of inmate complaints;
however, it may also indicate increased faith in the grievance procedure and a greater willingness to use
it. Increases and decreases in use of the grievance procedure are therefore inconclusive.
137
In CY 2013, the average untimely response rate across the DRC was 12 percent.
138
In CY 2012, the non-response rate was 0.3 percent and the untimely rate was 13.4 percent.

CIICs review of a random sample of 20 ICR responses indicated that staff are
generally responsive to inmate concerns and professional in their responses.
However, medical staff do not appear to always meet with the inmate when
responding to medical-related complaints, as required by DRC policy.
An average percentage of inmates reported feeling that informal complaints are
dealt with fairly at the institution.
139

Grievances

In CY 2013, there were 338 grievances filed, a 6.9 percent decrease from CY
2012.
140
Almost all grievances were completed during the year.
The total number of inmates who filed a grievance during the year remained
approximately the same from CY 2012 to CY 2013.
141

The highest number of grievances filed by a single inmate was 15 in CY 2013.
Of the total dispositions in 2013, 86.5 percent were denied and 13.5 percent
were granted.
142
The top three categories with the most grievances were Health
Care with 126, Personal Property with 39, and Supervision with 32. The largest
increase was in Healthcare-related grievances.
Inspectors are expected to dispose of grievances within 14 days to ensure timely
response to inmates concerns. In 2013, 29 grievances were reportedly
extended beyond the applicable timeframe, or 8.9 percent of the total
dispositions. This is a large improvement over CY 2012, in which almost a third
of grievance dispositions were extended.
CIICs review of a random sample of ten grievance dispositions indicated that the
Inspector generally interviewed requisite staff and reviewed appropriate
evidence. However, it was not always clear that all applicable evidence was
reviewed.
143

An average percentage of inmates reported that grievances were dealt with fairly
at the institution.
144

C. INMATE DISCIPLINE

CIICs evaluation of inmate discipline
145
includes observation of Rules Infraction Board
(RIB) hearings and a review of a random sample of closed RIB cases. Overall, CIIC
rates inmate discipline as ACCEPTABLE.

139
9.1 percent of survey respondents (n=121).
140
As with the informal complaints, a decrease could be positive or negative. See above footnote.
141
In CY 2013, 169 inmates filed a grievance during the year; in CY 2012, 170 inmates filed a grievance.
142
This does not include the 10 grievances that were withdrawn by the inmate.
143
In particular, two of the reviewed property-related grievances were not clear on whether the property
pack-up inventories had in fact been reviewed. In addition, it did not appear that requisite documentation
was attached on DOTS, which may indicate that it was not reviewed.
144
8.0 percent of survey respondents (n=112). In comparison, CCI, 11.5 percent; PCI, 9.8 percent; LOCI,
6.2 percent; LAECI, 9.5 percent.
145
Inmates charged with a rule infraction are given a conduct report (also known as a ticket). All conduct
reports are first heard by a hearing officer; if the offense is a minor offense, the hearing officer may

Overall, CIIC staff felt that the inmate disciplinary process was fair.
Basic RIB hearing procedures appeared to be followed.
146
In particular, the RIB
Chair appeared to do an excellent job checking available cameras or other
evidence to verify that the rule violation occurred as documented in the conduct
report. Of note is the RIB Chairs demeanor and interaction with the inmates,
which was very positive.
CIICs review of closed cases
147
raised a few concerns. AOCIs primary
challenge continues to be hearing the cases within seven days.
148
There were
also two cases where the inmate had requested the charging official, but there
was no evidence that the charging official had appeared as a witness, and one
issue regarding confidential information.
149
In addition, the Wardens Assistant
does not have direct access to the RIB audio, which needs to be rectified.
Sanctions appeared appropriate for offenses. Due to the extremely small
segregation space, most inmates were given an alternative sanction of cell
isolation or placement in the new limited activity pod.
Almost no focus group participants relayed concerns regarding the RIB or
Hearing Officer process.

D. SEGREGATION

CIICs evaluation of segregation consists of an observation of the unit and evaluation of
the population. CIIC rates segregation as GOOD.

Conditions

AOCI has a single segregation unit that has very low capacity. Despite this, zero
cells were triple-celled. There are two separate pods, which are double-tiered.
Each cell has its own sink, toilet, and shower.
Overall, both segregation units were calm and inmates did not relay any critical
issues or concerns.
There were no cell security issues.
150

Staff relayed that there were no maintenance issues on the day of the inspection.
Staff relayed that maintenance concerns are generally handled the same day.

dispose of it himself. More serious offenses must be referred to the RIB, which is a two-person panel that
conducts a formal hearing, including witness testimony and evidence.
146
CIIC found that the RIB panel spoke clearly and communicated professionally with the inmate, read
the conduct report, consulted evidence, deliberated regarding both the evidence and the sanctions, and
asked the inmate if he would like to appeal.
147
CIIC reviewed 20 closed RIB cases.
148
This concern was also noted in the most recent internal management audit.
149
As part of the investigative packet, there was a confidential statement. However, the RIB did not
check that they had relied on confidential information, nor did they conduct a credibility assessment. It is
unclear whether they relied on the statement in making their determination.
150
Cell security issues include inmates attempting to block cell windows or cell door windows, STG
related graffiti, attempting to jam the locks or place material in the cuffports, or excessive clotheslines or
towels on the floor.

CIIC staff ate a segregation meal and rated it as good. However, inmates
relayed a concern that food services staff do not bring over enough food and that
their food trays are shorted.
A review of randomly selected segregation log sheets from the prior week
indicated that all appropriate privileges were being offered to the inmates.
Inmates did not relay any concerns regarding a lack of food, recreation, or other
privileges.
There is a telephone on the unit available for inmates use once per month,
unless an emergency or attorney call, in which case inmates are provided
additional calls.
There are two outdoor recreation areas for the entire unit. There was no
recreation equipment in either of the outdoor recreation areas. There are also
two indoor rec cages on each side, which appeared somewhat small. Out of the
two indoor cages, one has an exercise apparatus to perform arm dips and the
other, to perform sit-ups. Two inmates are placed in the recreation cage at one
time if they already share a cell. Positively, inmates are reportedly offered
recreation every day, which is more than policy requires.
A review of the executive staff sign-in log indicated that executive staff are
conducting the necessary rounds.

Negatively,

Inmates pointed out that there were ants, which were in fact very visible in
multiple areas of the segregation unit.
There were some security management concerns on the unit.
151

Segregation Population

Staff provided a segregation tracking mechanism (segregation roster) that
provided a fair amount of data.
152
However, the roster did not include mental
health caseload status, which can be a management tool.
On the day of the inspection, there were 58 total inmates in segregation, or 3.5
percent of the total institutional population, which is low.
Of the total, 51.7 percent had been in segregation for more than one month; 15.5
percent had been in segregation for more than three months.

151
The doors to both celled pods were unlocked. In addition, both entry doors to the segregation unit
were opened at the same time. Inmate cuffports were unsecured and while CIIC staff were on the unit,
an inmate sat with his arm hanging out of the cuffport, talking to staff. Last, staff could not provide a
shakedown log or other documentation that shakedowns were being conducted per policy.
152
The roster tracks inmates by disciplinary status, rule violation, and date that the inmate came into the
segregation unit. All of this is important information for ensuring the orderly management the population.
Of potential note is that the segregation supervisor changes the date in to reflect not the date that the
inmate came into the segregation unit, but the date that the inmate goes into LC. This is different than
other segregation units; it is not clear whether this is problematic or not.

Of the total, 17.2 percent were classified as on Security Control status (including
inmates under investigation and pending transfer),
153
20.7 percent as Disciplinary
Control, and 62.1 percent as on Local Control. This is a very good distribution.
154

Only two inmates are identified as being under investigation; however, one has
been under investigation for almost a month, which is concerning.
Of the total segregation population, 51.7 percent were classified as black, 44.8
percent were classified as white, and two inmates were classified as other.
This is somewhat out of line with the institutional demographics.
155

Of the total segregation population, 20.7 percent were on the mental health
caseload according to the segregation roster. This is much lower than the
institutional mental health caseload proportion.
156
Only two inmates in
segregation were seriously mentally ill.

Programming/Access to Staff

Staff relayed that mental health staff conducts in-cell programs for inmates on the
mental health caseload. Staff stated that they are in the process of developing
strategies for additional therapy options for mentally ill inmates.
Inmates had a commendable number of books available in their cells and on a
book cart.
The Title I teacher and Principal make segregation rounds once per week. The
Principal indicated that she made a point to deliver instruction as needed.

153
Security Control, Disciplinary Control, and Local Control are different designations for inmate
placement in segregation. An inmate is placed on Security Control pending an investigation, an RIB
hearing, or a transfer. The RIB can assign an inmate Disciplinary Control time based on a guilty finding
for a rule violation; Disciplinary Control time cannot be more than 15 days for a single rule violation. Local
Control is reserved for more serious rule violations, is assigned by a separate committee from the RIB,
and can span up to 180 days, reviewed monthly.
154
However, many inmates are in fact serving disciplinary time on a limited activity pod.
155
As of April 9, 2014, 56.8 percent of the inmates are classified as white, 41.5 percent as black, and 1.7
percent as of another race
156
As of February 5-6, 2014, 34.3 percent of the total inmate population was on the mental health
caseload.

FAIR TREATMENT RECOMMENDATIONS

Consider developing strategies to address both inmates familiarity with the
Inspector and their faith in the grievance procedure, which could include the
planned open office hours, an informative video on the CCTV or the Inspectors
picture and information on housing unit bulletin boards.

Consider developing additional strategies to further reduce the rate of untimely
responses to informal complaints.

Ensure that medical staff are meeting with inmates who file informal complaints,
per DRC policy, and that the Inspector is reviewing all applicable evidence for
property complaints, and citing appropriate DRC policy and administrative rule.

Ensure that inmate disciplinary cases are heard within seven days from the
issuance of the conduct report, that all inmate requests for witnesses are
reviewed and provided unless disapproved, and that staff appropriately handle
confidential information.



V. REHABILITATION AND REENTRY

A. ACCESS TO PURPOSEFUL ACTIVITIES

CIICs evaluation of access to purposeful activities includes a review of data, staff
interviews, and inmate surveys. Overall, CIIC rates access to purposeful activities as
GOOD.

AOCI currently provides at least 121 different programs and purposeful activities.
157

AOCI had nearly the same number of academic enrollees in FY 2012 and FY
2013,
158
and the FY 2013 rate of academic waitlisted students was lower than both
the comparator prison average and the DRC average.
159

157
AOCI staff provided information regarding programs and activities, revealing the following categories
and approximate number of options:
Academic Education (9): Literacy, ABLE, Pre-GED, GED, High School options, Special
Education, Title One, Transitional Education Program (TEP), and Advanced Job Training (AJT)
through Sinclair Community College.
Career-Technology Education (4): Resilient Flooring, Turf/Landscaping, and Power Equipment
Technology, plus the abbreviated Career Enhancement Modules.
Apprenticeships under educational programming (6): Alteration Tailor, Animal Trainer, Automotive
Mechanic, Janitor, Plumber, and Quality Control Inspector.
Unit Core Programs currently offered (6): Thinking for Change, Inside Out Dads, Money Smart,
Victim Awareness, Anger Management, and Moral Reasoning.
Other Unit programs: (2): RIDGE Tyro Dad, and Adults and Children Together Against Violence
(ACT).
Recreation programs (22): Aerobics, Basketball Intramurals, Bocciball, Bowling, Exercise
Bicycles, Slow Pitch Softball, Frisbee, Handball, Horse Shoes, Jogging, Kickball, Pickleball, Putt
Putt, Softball Intramural, Softball Outside Teams, Volleyball Outside Teams, Weights Enclosed
Machines, Wellness Programs, Cultural Ethnic Events, Crafts, Holiday Shows, and Institutional
Bands.
Recovery Services programs (1) include Intensive Treatment Program (ITP).
Mental Health programs (17) include Art, Current Events, Mega Memory, Humor, Cards and
Games, Relaxation, Quest, Self-Esteem, Processing Life, The Way to Happiness, Beginning
Yoga, Fresh Start, Better Living, Stress Inoculation, Support Group, ACT program, and Relapse
Prevention.
Religious Service options (37) include services, programs, religious studies, and ceremonies as
specified for the various religions: Protestant, Catholic, Islamic, Jehovah Witness, and Jewish.
Inmate-led Groups and Organizations (5): Vietnam Veterans (VVA), Inmate Veterans Association
(IVA), NAACP, Blue Phoenix, and the American Red Cross.
Community Service programs currently engage approximately 125 inmates in twelve (12)
programs: American Red Cross Training Sessions, Angels for Animals Cat Care, Springfield
Shelter Cat Care, Springfield Shelter Dog Training program, Debs Dogs Training program,
Marine Toy for Tots Bicycle Repair, American Red Cross Pop Tabs, American Red Cross Fund
Raising, Good Neighbor Initiative Crochet Baby Clothes, Lima Public Library Book Marks,
American Red Cross Mittens for the Homeless, and partnership for Violence Free Families
Crocheting Granny Squares.
CIIC EXPECTATION: Prisons will provide access to quality programming and
purposeful activities that will ultimately aid reentry.

Career-Technology program enrollment for FY 2013 was significantly higher than
both the comparator prisons average rate and the DRC average rate.
160,161

Unit core reentry programs include Thinking for a Change, Victim Awareness, Inside
Out Dads, Money Smart, Anger Management, and Moral Reasoning. Additional unit
programs are ACT (Adults and Children Together Against Violence), and the RIDGE
program.
AOCIs rate of community service hours per inmate for FY 2013 was significantly
higher than both the L1/L2 comparator prisons average rate and the DRC average
rate.
162
However, the total number of community service hours decreased from FY
2012 to FY 2013.
Ohio Penal Industries (OPI) operates the garment shop,
163
which currently employs
133 inmates.
A high number of inmate-led or inmate-facilitated groups
164
operate at AOCI.
165

Mental Health Services operates a wide variety of programs and activities.
Recovery Services offers several standard programs, in addition to ancillary
programs such as AA and NA.
Religious Services program participation
166
was slightly lower than the comparator
prison average and significantly lower than the DRC average.
Seven housing units at AOCI have a specific mission.
167
All other units are general
population units.

Negatively,

Apprenticeship enrollment significantly decreased from FY 2012 to FY 2013.

158
For FY 2012, there were 318 students and for FY 2013, there were 311 students enrolled in academic
programs.
159
For FY 2013, the AOCI rate of waitlisted academic students was 86 per 1,000 enrollees, while the
comparator prison average was 411 per 1,000 enrollees, and the DRC average was 412 per 1,000
enrollees.
160
The AOCI rate of C-T and Career Enhancement students was 232.3 per 1,000 inmates in the
population, which was higher than the L1/L2 average rate of 150.8 and higher than the DRC average rate
of 132.1 per 1,000 inmates.
161
C-T programs and current annual enrollments at AOCI include Turf and Landscaping (120), Resilient
Flooring (90), and Power Equipment Technology (small engine technology), (120).
162
AOCIs rate of community service hours per inmate for FY 2013 was 136.4 hours, while the L1/L2
comparator prison average rate was 101.6 and the DRC average rate was 91.5 hours per inmate.
163
The garment shop at AOCI produces all of the outer garments and outdoor apparel worn by inmates
within the Ohio prison system.
164
Inmate-led groups offer advantages of being short-term programs allowing more inmates to
participate, are facilitated by other inmates, relieve some program burdens from staff, enable inmates to
receive Certificates of Completion, and offer opportunities for inmates to mentor each other in
rehabilitation.
165
Current enrollments include Vietnam Veterans Association (VVA) with 78, Inmate Veterans
Association (IVA) with 92 members, NAACP with 37 members, American Red Cross with 284 members,
and Blue Phoenix (formerly the Optimists Club) with 98 members.
166
Options include services and masses, program meetings, and studies,
167
AOCI units with specified purposes include Residential Treatment Units (1A and 1B), SCDU and ITP
(2A), Dog Handlers (2B), LAP/MSAP (3A), 40 and Over (5A and 5B).

Although activities for PC inmates have reportedly increased over the past three
years, recent changes in unit staff have impeded recent program enrollment.

B. EDUCATIONAL PROGRAMMING

CIICs evaluation of the quality of educational programming in a correctional institution
focuses on data analysis, a document review, direct observation of at least one
program, and inmate survey responses. CIIC rates the overall quality of educational
programming as GOOD.

Access

AOCIs academic enrollment remained the same from FY 2012 to FY 2013.
168

The academic waitlist rate was very small, particularly in comparison to the
comparator prisons and the DRC average.
169

The rate of GED enrollment for FY 2013 was significantly lower than both the
comparator prisons rate
170
and the DRC average rate.
171

Apprenticeship enrollment decreased by 75.3 percent from FY 2012 to FY 2013;
172

and the FY 2013 rate of apprenticeships was significantly lower than both the
173,174

Outcome Measures

Rate of academic certificates earned for FY 2013 was higher than the institutions
rate for FY 2012,
175
and higher than both the comparator prison average and the
DRC average.
176

The rate of GEDs earned per 1,000 tests given at AOCI was higher than both the
L1/L2 comparator prison average and the DRC average.
177

168
Total AOCI academic enrollment for FY 2012 was 318 inmates, and decreased by only seven inmates
to 311 in FY 2013.
169
The FY2013 AOCI rate of academic waitlisted inmates was 86.8, which was monumentally lower than
both the comparator prisons rate of 411.1 and the DRC average rate of 412.3 per 1,000 inmates.
170
AOCIs FY 2013 rate of GED enrollment per 1,000 inmates was 59.1, while the L1/L2 comparator
prison rate was 117.3 per 1,000 inmates.
171
The DRC average rate of GED enrollment for FY 2013 was 116.3 enrollees per 1,000 inmates.
172
There were 97 inmates enrolled as apprentices in FY 2012 and there were 24 inmates enrolled as
apprentices in FY 2013.
173
The average rate of FY 2013 apprenticeships per 1,000 inmates at AOCI was 15.2, while the average
rate at the L1/L2 comparator prisons was 23.3 and the average rate among all DRC institutions was 26.0
apprenticeships per 1,000 inmates.
174
Current AOCI Apprenticeships and enrollments include Alteration Tailor (1), Animal Trainer (11),
Automotive Mechanic (1), Janitor (7), Plumber (3), and Quality Control Inspector (5).
175
For FY 2012, AOCI showed 37.7 percent of academic enrollees receiving an academic certificate, or a
rate of 377.4 certificates per 1,000 enrollees, while for FY 2013, AOCI showed 42.1 percent or a rate of
421.2 per 1,000 enrollees.
176
For FY 2013, the AOCI rate of academic certificates given was 421.2, while the comparator prison
average was 314.6 and the DRC average rate was 303.7.

The FY 2013 AOCI rate of GEDs earned remained essentially the same from FY
2012 to FY 2013, with only a negligible decrease in the percent of tests passed.
178

On-Site Observation

Academic and career-technology classrooms were observed. Both classrooms
were observed as highly conducive to learning due to the attributes of the
classroom environment, the instructional strategies used by the teachers, and the
highly interactive demeanor of the students.
179

Lesson plans were reviewed and ranged from acceptable
180
to exceptional.
181

Student Goal Agreements were completed timely and quantitative student goals
were incorporated into the agreements. Signatures were provided as required.

C. LIBRARY

CIICs evaluation of the library includes an observation of the physical facility, an
evaluation of data, and inmate survey responses. CIIC rates the library as GOOD.

Facilities

The Allen library was very clean and inviting.
The Reentry Resource Center in the Allen library is fully functioning.
Access

Approximately 66 inmates, with an equal number of chairs, may use the Allen
and Oakwood libraries at one time.
Library hours for the Allen and Oakwood libraries total well over 350 per month,
which includes multiple evenings and weekend hours each week.

177
The AOCI rate of GEDs earned for FY 2013 was 66.1 percent or 661.3 per 1,000 tests taken, while the
comparator prison average was 60.0 percent or 600.5 per 1,000 tests, and the DRC average was 58.4
percent or 584.3 per 1,000 tests given.
178
AOCI percentage of GEDs passed in FY 2013 was 66.1 percent or a rate of 661.3 per 1,000 tests
given, which was a negligible decrease from FY 2012, which posted 69.1 percent or 690.9 per 1,000 tests
given.
179
Academic students were able to discuss numerous strategies their teacher routinely used to bring
meaning and application to content and demonstrated ease in discussing content and meaning with their
teacher. The career-technology classroom was environmentally rich in traits that made it conducive to
learning. The depth of knowledge and enthusiastic demonstration of skills from the C-T students were
strong indicators of self-motivated and actively supported learners. Both academic and career-
technology programs presented indicators suggesting very effective educational programs.
180
Consistent lesson plan omissions were numerical references to Competency/Benchmark/Standard(s)
applicable to the lesson content.
181
Exceptional lesson plans included indicators of objectives, activities, materials, essential questions,
concept and application correlations, vocabulary development, interdisciplinary correlations,
assessments, student/peer group assignments, presentation/speaking skill development, and the
innovative use of a course map to assist self-guided learning.

The AOCI library has a large collection of 27,074 items available for circulation
between the two libraries at Allen and Oakwood as inventoried on December
2013.
The per capita use rate of 12.6 items per inmate is higher than both the
182

The library maintains an exceptionally large number of ethnic related materials.
Subscriptions to 33 newspapers and 56 periodicals are maintained in the AOCI
libraries.
D. OHIO PENAL INDUSTRIES
183

CIICs evaluation of OPI includes an interview with the Shop Manager and a review of
financial and employment data. The OPI shop at AOCI is rated EXCEPTIONAL.

AOCI operates one profitable Ohio Penal Industries (OPI) shop
184
(garment
construction).
The OPI shop at AOCI employs 133 inmates currently.
The OPI garment shop has significantly increased profits through March 2014.
185

Reentry value to inmates through the garment shop includes skill development in
vocational trades as alterations tailor.
Reentry assistance is provided to OPI inmates at AOCI through the creation of a
work history record that can be taken with the inmate upon release.
Five inmates currently are placed in the apprenticeship of Quality Assurance
Inspector in the AOCI garment shop.
186

Although not a separate, revenue-generating shop, there are also 505 acres of
farm land with a 450 head beef feedlot operation engages 5 AOCI inmates in
farming operations as farm worker as their institutional job.
187

182
An historical snapshot of July through December 2012 revealed a comparator L1/L2 prison average
rate of materials per capita to have been 8.9 materials per inmate and the DRC average was 9.5, while
AOCI maintained 12.6 items per inmate.
183
Penal industries are found within state and federal correctional institutions across the United States as
opportunities for inmates to acquire job-related skills that will give them meaningful activity, increase their
marketability for employment at release, and provide a product or service that may be used or needed by
the prison system, other state agencies or governmental entities, or by firms within the private sector.
184
OPI income statement for the AOCI garment operations posted 15.7 percent operating profit in FY
2012 and 29.7 percent operating profit in FY 2013.
185
Most recently posted financials for the AOCI garment shop reveal FY 2014 year-to-date through March
2014 revenue at $1,779,614.55 and expenses at $1,157,022.49, for a net profit of $622,592.06,
producing a 53.8 percent operating profit for FY 2014 year-to-date.
186
Discussions have reportedly commenced to consider and create a second apprenticeship, sewing
machine operator, within the AOCI garment shop.
187
The Allen Oakwood farm is not designated as an OPI shop and does not generate any revenue. The
farm operations are, however, managed by OPI management. The cattle are kept at AOCI for future
butchering at the Pickaway Correctional Institutions OPI Meat Processing Shop.

E. REENTRY PLANNING
CIICs evaluation of reentry planning
188
includes interviews of staff,
189
focus groups of
inmates,
190
a document review, and inmate survey responses. Overall, CIIC rates the
reentry provisions as GOOD.

Reentry Planning
191

Reentry planning and tasks are started and tracked, beginning at 120 days prior to
release date.
192

Onsite review of RPLAN completions for a recent 30-day period revealed 100
percent were complete.
Core unit reentry programs and current enrollments/waitlists include: Thinking for a
Change (31/300), Money Smart (10/94), Moral Reasoning (15/0), Inside Out Dads
10/0), Victim Awareness (20/334), Anger Management (12/225), for a collective total
current enrollment of 89 and waitlist of 953.
193

188
Reentry planning requires pervasive attention to specific details from the first day of incarceration
through the post-release period. Effective reentry planning is crucial for a successful reintegration into
society. The inspection includes considerations of the degree and types of inmate access to unit
programs, purposeful activities, inmate contact with community, and staff accountability related to reentry
processes and unit life.
189
CIIC inspection process related to reentry preparations includes interviews of the Reentry Coordinator
(RC), the Unit Management Chief (UMC), and available Case Managers (CM). In numerous institutions,
the duties of the RC are assigned to the UMC or other Unit Manager, prompting a combined interview.
190
CIIC conducts several focus groups of inmates representing various populations within the institution,
including a group of inmates who are within approximately 30 days or less of their release date.
191
Reentry operations at DRC institutions include the DRC RPLAN (Offender Transitional Release Plan).
192
There are interactions between staff, outside sources, and inmates beginning at 120 days from
release. Most frequent contacts to prepare inmates RPLANS occur during the last thirty days of
incarceration. At various intervals, ODJFS representatives hold child support meetings. Meetings and
release tasks provided during specific timeframes include those in the following list.
120 days: Parole packet is started to include acquisition of DD214, birth certificate, drivers
license; and a housing plan workshop is held.
90 days: Homeless cases are addressed; APA workshops are held. During APA Workshops,
discussions are held on supervision or transitional control, work and employment, and other
essential issues related to a successful reentry.
60 days: Citizen Circles referrals are made; APA Workshops are held; Case Managers deliver
inmate release packets and talk one-on-one with inmates.
30 days: RPLAN tasks are completed. Medical and Medications packets are prepared for
individual inmates and held until release date, Reentry Resource Guides/MUSCLE sheets are
distributed to inmates, Work History documentation is provided to each inmate from DOTS
records, Transportation details are confirmed and completed, and loose ends are completed.
1-2 Weeks: UMC receives release notice from AOCI Business Office, and UMC goes to the
RPLAN. All incomplete tasks are delegated to Case Managers and Unit Managers to complete.
Release date: Chaperones are assigned to accompany inmates who need assistance, transports
are conducted in the state van to the receiving locations for those inmates who require
transportation.
193
Inmates place name on multiple waitlists to reduce wait time, so they may be counted more than once.

Job fairs are provided twice a year under coordination of the Unit Management
Chief, who identifies and engages community partners. In the November 2013 job
fair, there were 51 agencies invited, but 33 agencies participated.
AOCI staff indicated reentry efforts would be improved if there was better
communication from the APA to AOCI.
AOCI inmates in the 30-days-to-release focus groups relayed the following key
points:
o Inmates who take self-initiative to prepare themselves for release experience
the best results.
o TEP program is a good example of a brief reentry overview, but it should
become a fuller program, like a once-taught Pre-Release Program that was
mandatory and engaged every re-entering inmate during the final 30 days of
incarceration.
o Reentry preparation should include more job skills training.
o High cost of phone calls is a communication barrier.

Library Reentry Resource Center
194

The Reentry Resource Center in the Allen library is fully functioning, and the
librarian has supplemented the center with more than 350 books on reentry
topics like careers, job skills, and employment acquisition.
195, 196

The Library Reentry Resource Center is fully implemented, with two computers
197

dedicated to reentry tasks, and installed with Ohio Means Jobs and Ohio Career
Information System (OCIS) software.
A desired improvement to the Reentry Resource Center computers is the
addition of printing capabilities, so inmates have an option to create printed
resumes for job search and employment purposes.
Typing tutorials were cited as one of the most beneficial components of the
reentry computers.

194
Each DRC institution is required to have a reentry resource center in the institutional library, per DRC
78-REL-05.
195
The Reentry Resource Center functions with the Ohio Career Information System (OCIS) software and
Ohio Means Jobs website accessible to inmates, who may use the information in searching for
employment.
196
In addition to software applications loaded on the two required reentry computers, M.U.S.C.L.E. sheets
with necessary county information are provided through the Reentry Resource Center.
197
The two computers dedicated solely for reentry preparation, are installed with the Ohio Career
Information System (OCIS) and Ohio Means Jobs references and website to support and guide inmates
in preparation of employment and additional education. OCIS and Ohio Reentry Connections software
system allows inmates to create individualized job search accounts. OCIS is a career and college search
tool that can be used for the following purposes: learn about the different options for postsecondary
education, research the most up-to-date career information available, find out what careers are in
demand nationally and in Ohio, research colleges, universities and scholarship opportunities, read real-
world interviews given by someone in a career of interest, and find out how to prepare for a chosen
career. On the last day of incarceration, the inmates account goes live so the inmate can access it from
a computer outside the gate and send previously created job applications and cover letters to potential
employers

Community Connections

A slight majority of survey respondents indicated that they have experienced
problems with sending or receiving mail within the past six months,
198
which is
slightly above average in comparison to other institutions inspected during the
current biennium.
199,200

A majority of survey respondents indicated that they have not experienced
problems with visits within the past six months,
201
which is above average of
other institutions inspected during the current biennium.
202

A majority of survey respondents indicated that they have not experienced
problems accessing the telephone within the past six months,
203
which is above
average of other institutions inspected during the current biennium.
204

F. SECURITY CLASSIFICATION AND PRIVILEGE LEVELS
The inspection revealed a total of zero uncompleted classification reviews, warranting
an EXCEPTIONAL rating.
205

198
CIICs survey of inmates found that 51.6 percent of total respondents (n=161) indicated that they have
experienced problems with sending or receiving mail within the past six months.
199
An average of 48.6 percent of survey respondents from all institutions inspected during the current
biennium indicated that they have experienced a problem sending or receiving mail within the past six
months.
200
Most focus group participants stated that the mailroom, since being contracted to outside workers, has
slowed significantly in the pace of mail and package delivery.
201
CIICs survey of inmates found that 69.3 percent of total respondents (n=140) indicated that they have
not had any problems receiving visits within the past six months. Of those inmates who indicated
problems with visitation, the most frequently cited reason was the distance for visitors (19 inmates).
202
biennium indicated that they have not had any problems receiving visits within the past six months.
203
CIICs survey of inmates found that 64.5 percent of total respondents (n=155) indicated that they had
not experienced problems accessing the telephone within the past six months. Of those inmates who
indicated problems accessing the telephone, the most frequently cited reason was that the phones are
broken (41 inmates).
204
biennium indicated that they had not experienced problems accessing the telephone within the six
months to our inspection.
205
Unit Management Chief at AOCI implements a system that requires all Case Managers to complete
and sign classification reviews by the third week of each month, which allows the UMC a full week to
verify and sign the reviews.

REENTRY AND REHABILITATION RECOMMENDATIONS

Consider evaluating the decrease in GED enrollment and developing strategies
to increase.

Consider evaluating the decrease in apprenticeships and developing strategies
to address and increase apprenticeship enrollments, to include Sewing
Machine Operator in the OPI garment shop.

Consider developing an extended version of the current TEP class that would
engage inmates in the use of the Reentry Resource Center in the library.

Consider developing additional activities for PC inmates.

VI. FISCAL ACCOUNTABILITY

A. STAFF MANAGEMENT

CIICs evaluation of staff management includes a data review and staff interviews
regarding overtime management, turnover ratio, morale, training, and evaluations. CIIC
rates staff management as ACCEPTABLE.

Overtime Management

In FY 2013, AOCI paid $2,509,949
xxxviii
in total staff overtime hours, which was a
12.6 percent decrease from FY 2012.
206xxxix
However, the amount of paid
overtime was more than the DRC average
207
for each fiscal year.
In FY 2013, AOCI paid $2,058,505
xl
in correctional officer overtime hours, which
was more than the DRC average,
208
but an 8.3 percent decrease from FY
2012.
209xli

As of December 2013, AOCI had paid $1,549,241
210
in total overtime hours and
was on pace to increase their overtime payouts for FY 2014.
211

Vacancies

AOCI reported 49.5 total vacancies
212
including 24
213
correctional officer
positions (8.6 percent of total correctional officer positions).
214xlii
The number of
total vacancies is among the highest of any institution inspected during the
biennium.
Staff developed a strategy to fill the remaining correctional officer vacancies.
215

206
In FY 2012, AOCI paid $2,870,654 in total overtime.
207
The average DRC total overtime paid in FY 2013 was $2,410,652. The average DRC total overtime
paid in $2,245,764 was FY 2012.
208
The average DRC correctional officer overtime was $1,847,222 in FY 2013. The average DRC
correctional officer overtime paid in FY 2012 was $1,861,693.
209
In FY 2012, AOCI paid 2,245,770, in correctional officer overtime.
210
The total amount includes $1,340,852 in correctional officer overtime for FY 2014 year-to-date.
211
DRC fiscal year ends on June 30, 2014.
212
According to their April 7, 2014 vacancy report, AOCI had 50 full-time positions and one part-time
position. The correctional officer position had the highest number of vacancies with 24 followed by mental
health which had five vacancies.
213
11 of the 24 correctional officer vacancies are on hold as part the DRC four percent vacancy
requirement for correctional officers.
214
According to their vacancy report, AOCI had 280 budgeted correctional officer positions which
included 256 filled positions and 24 total vacancies. The 256 filled positions included 12 correctional
officers that were out on medical leave.
215
According to their vacancy report, AOCI has requested to fill each of the 13 remaining vacancies. The
personnel staff is working with the Warden to fill all of their remaining vacancies. The interview process
CIIC EXPECTATION: Prisons will responsibly utilize taxpayer funds and
implement cost savings initiatives where possible.

Turnover Ratio

In FY 2013, AOCI had a 3.8 percent
216
turnover ratio, which was a decrease from
FY 2012
217
and significantly better than the DRC average.
218

In FY 2013, AOCI had a correctional officer turnover rate of 2.8 percent, which
was a slight increase from FY 2012,
219
but was better than the DRC
average.
220xliii

As of December 2013, AOCI had a 1.1 percent turnover ratio for FY 2014 year-
to-date.
xliv

Training
221

The FY 2013 AOCI mandated training completion rates consisted of the
following:
xlv

o Unarmed Self-Defense: 100.0 percent
222

o CPR/First-Aid: 99.8 percent
223

o In-Service Training: 98.6 percent
224

o Firearms Training: 91.0 percent
225

Evaluations
226

In CY 2013, AOCI staff completed only 241 (54.2 percent) of 445 required
performance evaluations on time which was less than the DRC average.
227xlvi

However, 87.2 percent) of all evaluation were completed, which is better than the
DRC average for CY 2013.

will occur in a two-phase process which will include input from Correctional Officers and the Major who
will conduct interviews as well.
216
The majority of the turnover was due to resignations by staff.
217
In FY 2012, AOCI reported a 5.2 percent turnover ratio.
218
In FY 2013, the average DRC turnover rate was 7.4 percent.
219
In FY 2012, AOCI reported a 2.7 percent turnover ratio.
220
In FY 2013, the average DRC correctional officer turnover rate was 8.3 percent.
221
In FY 2013, DRC required 40 hours of in-service training for custody staff (all non-clerical/support
designated staff) and 16 hours in-service training for non-custody (clerical/support staff). According to
DRC policy, 39-TRN-02 (In-Service Training), the prisons are mandated by the CTA to ensure custody
staff receives annual re-certification training on the following topics: firearms, unarmed self-defense,
CPR/First Aid, and in-service training. These topics are derived from Administrative Regulations,
Legislative/Judicial Requirements, ACA Standards, DRC policies, and/or other Department Training
Advisory Council recommendations. The goal of each institution is for all required staff to complete 100
percent of their required training by the end of each fiscal year.
222
493 of 493 staff successfully completed their unarmed self-defense training.
223
492 of 493 staff successfully completed their CPR/First-Aid training.
224
486 of 493 staff successfully complete their in-service training.
225
263 of 289 staff successfully completed their firearms training.
226
CIICs review of evaluations consists of a document review and staff interviews.
227
The average completion rate for CY 2013 performance evaluations was 71.2 percent. The percentage
is based on 8,223 of 11,557 evaluations completed within the required time period during CY 2013.

The number of evaluations completed in CY 2013 were better than the number of
evaluations completed in CY 2012.
228xlvii

The personnel staff has made an effort to notify supervisors when their
evaluations are due.

Workplace Environment

Positively, most staff relayed that they get along well in an effort to safely run the
institution.
However, most of the officers interviewed provided negative feedback regarding
their work environment, including low staff morale. Most of the negative feedback
by officers was attributed to lack of support from their administration and some
animosity between officers regarding a loss of seniority.
229

B. FISCAL RESPONSIBILITY AND NEEDS

CIICs evaluation of fiscal responsibility and needs includes a document review of the
fiscal audits
230
and an interview of staff regarding the implementation of cost saving
initiatives, both those required by policy
231
and those independently developed by staff.
CIIC rates their fiscal responsibility as IN NEED OF IMPROVEMENT.

Fiscal Audits

In their most recent internal management audit,
232
AOCI was compliant in each
of their eight applicable mandatory standards for an overall score of 100.0
percent.
xlviii

In their most recent external fiscal audit,
233
AOCI passed seven of their eight
applicable standards for an overall score of 87.5 percent.
xlix
The one standard in
which AOCI was not compliant was in regard to asset management.
l

228
In CY 2012, AOCI staff completed 336 (71.3 percent) of 471 required performance evaluations. Also,
208 (44.2 percent) of the 471 required evaluations were completed on time.
229
Former Oakwood Correctional Facility officers lost most of their seniority when the former Allen
Correctional Institution and Oakwood Correctional Facility merged in 2012. As a result, many veteran
officers have been assigned to second shift posts that are commonly assigned to less experienced
officers.
230
The DRC fiscal audit evaluation is a two-phase process which includes an Internal Management Audit
(IMA) and a full audit from the Bureau of Fiscal Audits. According to the Ohio Standards of each audit,
institutions are required to score 90 percent or above to pass each applicable Ohio Standard and the
fiscal audit.
231
According to DRC policy 22-BUS-17, Energy Conservation and Waste Reduction, each institution is
required to establish green initiatives that include recycling, energy conservation, and waste reduction.
Institutions that earn money through recycling initiatives deposit the money into a centralized fund, from
which they receive 50 percent back that must be reinvested into the institution. Institutions may request
additional funds from fund 5AF0 for the purpose of recycling or energy conservation related program
initiation or enhancement.
232
Internal Management Audit review was conducted on June 4-6, 2013.
233
Full fiscal audit conducted by the external auditor from July 2, 2012- August 1, 2012 and finalized on
November 7, 2012.

AOCI was advised by the external auditor to develop an action plan to address
the standard that AOCI did not meet.
li

Cost Savings

The following cost savings provided by AOCI are based on initiatives that were
implemented in 2013:

o Reduction in feed corn costs
234
$10,500.00
o Reduction in waste diversion costs
235
$2,551.20
$13,051.20

Energy Conservation
236

In CY 2013, AOCI increased its energy utility costs by $246,580.55 (35.2
percent) from FY 2012. The increase in utility costs was among the highest of
any institution inspected during the biennium. The most significant increase was
in regard to their water costs which increased by 53.1 percent. The 2012-2013
utility costs comparison
237
is illustrated in the following chart:

Energy
Type
CY
2012
CY
2013
Percentage of
Change
Electric $332,190.49 $408,838.20 23.1%
Gas $130,303.31 $174,117.80 33.6%
Water
238
$237,734.38 $363,852.73 53.1%
Total $700,228.18 $946,808.73 35.2%

The AOCI energy audit found several energy conservation initiatives
239
to help
reduce costs in 2013-14.
lii

234
AOCI reclaimed approximately eight acres of useable farm land and yielded 220 bushels that allowed
the farm to feed its cattle without having to borrow or purchase additional feed. In the past, the farm has
purchased or borrowed 1,500 additional bushels at a cost of $7.00 equally a total of $10,500.00
235
Cardboard recycling diverted approximately 45 tons which helped reduce the disposal fee of $31.76
($1,429.20) and lessen the number of compacter pulls for an n additional savings of $1,122.00 for a total
cost savings equal to $2,551.20.
236
The DRC established a goal for each institution to reduce its annual utility costs by five percent.
Natural gas, water and electricity are the primary utilities targeted for reduction of use.
237
Comparison reflects the invoices received during the following periods: January - December 2012 and
January December 2013.
238
According to staff, AOCI increased their farm cattle which led to higher water usage in 2013.
239
In CY 2013, AOCI installed LED lights as needed; conducted a de-lamping project in areas as needed;
will replace windows as needed; un-plugged electrical items as needed; will install occupancy sensors in
areas as needed; a regular preventive maintenance schedule/program is conducted by the maintenance
staff; will consider other methods to provide water for the cattle farm.

Recycling and Waste Reduction

AOCI recycling projects conducted during FY 2013 resulted in $933.50 of
revenue which was significantly less than the DRC average.
240
The revenue
generated in FY 2013 was 64.7 percent less than the revenue gained in FY
2012.
241

Staff identified reasons for the reduction in recycling revenue and will make
adjustments to increase their revenue in FY 2014.
242

The AOCI waste audit
243
developed several initiatives
244
to divert additional waste
in 2013-14.
liii

Capital Projects

AOCI received funding to complete the following capital improvement projects for
FY 2013-2014:
245liv

HVAC and Controls Project $2,541,250
Roof Project for two housing units
246
and Warehouse $1,120,785
Oakwood Unit Elevator Project $186,086
$3,848,121

AOCI requested funding for the following capital improvement projects for
FY2015-2018:

Shower renovation $1,669,375
Facility window replacement project $1,159,168
Allen Caf sewer line renovation $1,072,500
Site Renovation on both compounds $945,619
Repair the Allen Caf, OPI, and Warehouse Docks $800,000
Installation of hot water on West side of Oakwood $593,799
Sewer project on Allen compound $545,000
Retention Pond upgrade $300,000
$7,085,461

240
In FY 2013, the DRC average for recycling was $11,835.53.
241
In FY 2012, AOCI generated a revenue of $2,644.15 for recycling.
242
The company used by the previous administration began charging for pick-ups, dumpster fees and
reduced the price of cardboard from $110.00 - $90.00 a ton to $35.00 per ton. The business office
searched for other recycling companies and eventually installed a baler before sending cardboard back to
the recycling companies for revenue.
243
The CRC waste audit was conducted on December 2013.
244
The waste audit developed the following initiatives: consider additional help in the collection of waste
and recycling items; has considered proposals from local recycling companies in an effort to reduce their
costs; will consider replacing the compactor with less expensive roll-off containers and divert food waste.
245
AOCI staff relayed that they requested to make structural improvements to the housing units C, E, and
H3. However, AOCI is in the process of receiving a price quote for the cost of the repairs.
246
The roof of two housing units (A and D) will be repaired.

C. PROPERTY

CIICs evaluation of property includes a review of financial data for property payouts.
CIIC rates their cost savings initiatives as IN NEED OF IMPROVEMENT.

In CY 2013, AOCI paid $1,801.68 in property loss payouts, which was an
increase of 167.7 percent from the $673.12 paid in CY 2012.
lv
The CY 2013
property payouts were close to double the DRC average.
247
The 2013 rate of
property settlements was the highest among comparative prisons.
248

In CY 2013, AOCI inmates filed 39 grievances regarding personal property
including 26 grievances (66.7 percent) for property that was lost, damaged, or
confiscated by staff.
lvi
Only eight of the grievances regarding staff were granted.
In CY 2012, AOCI inmates filed 40 grievances regarding property including 27
regarding property that was lost, damaged, or confiscated by staff.
lvii

According to staff, an increase in property payouts could be attributed to several
factors including the reimbursement of high priced property items and the
misplacement of inmate property.
249
Staff conducted a back-to-basics meeting
to address the concerns.

Chart 4
Property Settlement Rates (in dollars)
250

CY 2013

247
In CY 2013, the average DRC property payout was $972.85.
248
In CY 2013, AOCI had a settlement rate of $1,130.00 per 1,000 inmates.
249
Staff relayed that there was a lack of documentation regarding the location of inmate property once it
was confiscated by staff. As a result, staff were responsible for misplacing the inmate property forcing the
institution to reimburse the inmate.
250
Property settlement rate is calculated for each institution by dividing the cost of property settlements by
the average institution population for the year. Then multiplying that number by 1000 (cost of settlements/
CY 2013 average population =dollar amount x 1000 = rate).
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
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Level
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Level
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Level
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Reception Medical/
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1130

FISCAL ACCOUNTABILITY RECOMMENDATIONS

Evaluate and develop additional strategies to continue reducing staff overtime.

Ensure that all staff successfully completes each of their mandatory training
requirements.

Ensure that all performance evaluations are completed and submitted within
the required time period.

Consider developing additional strategies to address low staff morale, which
could include requesting a cultural assessment.

Develop and implement additional cost savings to help conserve energy.
Consider requesting assistance from the Operation Support Center or an
outside business to re-conduct an energy audit.

Reduce property loss payouts, which should include ensuring the strategies of
the back-to-basics meeting are implemented to assist in the reduction of
personal property settlements. Consider developing a property loss committee
to ensure the proper procedures are followed.

VII. APPENDIX

A. INMATE SURVEY

A voluntary, confidential and anonymous survey of a representative proportion of the
prisoner population was carried out for this inspection. The results of this survey formed
part of the evidence base for the inspection. CIICs inmate survey attempts to capture a
significant sample of the inmate population across a wide range of issues.

At AOCI, CIIC staff gave or attempted to give surveys to 380 inmates. For the main
compound and RTU/SCDC, inmates were selected using a stratified systematic
sampling method: at the start of the inspection, institutional staff provided a printout of
inmates by housing unit and every fifth inmate was selected. CIIC staff provided an
explanation of the survey to each selected inmate. CIIC staff later conducted sweeps of
the housing units to collect the surveys.

From the main compound and the Level 1 Oakwood units, CIIC received 168 completed
surveys, representing 14.1 percent of that population.

For Protective Control, CIIC staff attempted to give a survey to every inmate who was
housed in the two PC housing units. CIIC received back 116 completed surveys, or
64.4 percent of the total PC population.

From the RTU/SCDU units, CIIC received back 31 completed surveys, representing
12.4 percent of the RTU/SCDU population.

The questions and the total response counts for all inmates are replicated on the
following pages, as well as the open-ended responses to the two questions at the end
of the survey. The responses are provided in the same order as above.








AOCI Open-Ended Survey Responses: GP

What is ONE positive aspect of this prison?

1.
2. Education
3. The Movement/Freedom
4. Going home
5. This is Prison
6. There is no bullshit with fights and gangs
7. Good dental, Good education
8. Is going home from here
9. None
10.
11. Lock down
12.
13. Its close to home.
14.
15. Dental department
16. A lot more freedom
17. Treat you with respect (staff)
18.
19. Not a hostile environment
20. Able to move around a little more than most prisons
21. Why limit access to gym, does not open until chow is over!
22.
23. It is kept a quiet safe place to get your mind right for home, also the current
warden is a very positive and easy to talk to person who cares
24. Laid back
25. If you want to be left alone you are not bothered
26. There is nothing positive to gain from incarceration, especially with disparity of
sentencing by general assemblys SB2 1996.
27. I dont feel threatened by other inmates
28. None
29. Church
30. Good recreation department
31. Cells
32. Safety
33. No gang activity, city trip fights, cell robberies
34. Program
35. College classes from Sinclair
36. Close to home
37. Soft as fuck, easy to stay out of trouble
38. OPI
39. None
40.

41. For me really cant say! I do not care for it. It is a level 1 and 2 but ran like level 3
camp
42.
43. Its safe
44.
45.
46.
47.
48. More freedom than other camps
49.
50. Freedom of movement
51. Decent music program
52. None
53. Need to change
54. Freedom
55.
56. Safety
57. Trying to better yourself through programming
58.
59. You can see the real problems with the prison
60. Officers are very good here
61.
62. Its clean
63. Nice place to do time at safe environment for most part
64. It is laid back and not a bunch of bullshit goes on here
65.
66. More out time
67. Good med mental health
68. The staff as a whole are pretty respectful
69.
70. The availability to move about when weather is good. Access to my family cause
Im from this area
71. Here I at least feel closer to returning to home
72. Its easy going and better than other prisons as far as violence goes
73. Close to home
74. Cells
75. The workout cage
76. The grounds
77. The prison is positive in the fact that youre not locked down and interact all day
78. It is very laid back, no gang stuff, no stealing
79. Very mellow
80. Air conditioning
81. Excellent health staff
82. Less violence than other prisons
83. Putt putt course
84. More movement without having a pass

85. It is not a bad prison to do time in
86. Less violence
87. You can walk around somewhat freely when you need to
88. COs are helpful
89. Programs if wanted
90. You can get out and move around not locked up all the time
91. Lack of violence
92.
93. The freedom of walking the yard to get a piece of mind whenever you want
94. Nothing at all!
95. Its sweet
96. ?
97. The free movement during the day
98. The educational program at AOCI is satisfactory.
99. Plenty of females!
100. Given the opportunity to rehabilitate myself.
101. None
102. I am an innocent man so I have given up on most things.
103.
104. Education. College.
105.
106. It is more open than most prisons Ive been to.
107. Interfaith program with 2 man cells and Mr. Hayden.
108. Most staff are respectable.
109. College
110.
111. None
112. Not having to go outside for chow, rec, comm, etc.
113. This is a relatively safe institution with little violence.
114.
115. Are none
116. Its no violence here and its education.
117.
118. It is small and air conditioned.
119. The A/C
120. None
121. Less tension
122. Peaceful
123. Static [status?] of a level one
124. The purposed mentoring program.
125. Security
126. There is none
127.
128. Dental is pretty good and they have respect for you.
129. A step toward soon release
130. Low theft, assaults, extortion (Oakwood only).

131. Its quiet! Not too many inmates.
132. Safety
133. Less population to deal with.
134. No stealing, hardly any fighting, and the fucking is on the low low.
135. Small and open door.
136. Rec yard when open.
137. Close to home
138. I dont have to go outside!
139. Its camp cream puff. Very little violence.
140. Nothing is positive about prison.
141. The movement
142. Close to my girlfriend.
143. Prison is not positive.
144. Rules
145. Movement
146. The freedom to walk as soon as count clears.
147. The kitchen is great.
148. No violence.
149. We now are served fresh fruit!
150. Laid back environment.
151. It is easy going and not much problems until you bring them on yourself.
152.
153. The staff
154. Do your time and go home.
155.
156. Open grounds for movement during the day!
157. Lack of racial tension.
158.
159. The workout material
160. N/A
161. The staff here seem to have a genuine concern for us. If they can help
out with an issue that we are having, they usually make it their business to
address the matter.
162. N/A
163. Nothing
164. Cells
165. We get to go outside often.
166. Its close to home (Michigan).
167. None
168. The rec department.


What is the ONE change you would most like to see here?

1.
2. The food here sucks
3. Eligible programs for MSAS and LAP participants
4. Better food
5. Repairs made including kiosks, more education
6.
7. No more LPH program, LPH is like Max security and this is a level 2 prison
8. The food
9. To go home!!
10. More releases
11. They need to make a change, they lock down like a level 3
12.
13. The way they handle 3A
14. Programming
15. Proper amount of food servings!!
16. More programs for guys that have drug related charges
17. More computer programming classes to everyone. Also stop changing rules for
no reason
18.
19. Inmates voice opinions of the institution
20. Everything is about discipline and whether hearing officers or RIB never are
punishments fair. Staff lie due to offense.
21. Open up the gym on Wednesday!
22.
23. That the regular COs would care more about the inmates and that the 4 men
cells would be discontinued
24. Food please
25.
26. Indigent policy is unconstitutional, medical care is denied, access to courts is
denied, ADA is never processed, ADA is received with ridicule harassment.
27. More afro American staff and COs
28. HIS seeing doctor take 2 hours or more. I pray it changes. Better movies, better
person to run the movies. I would like cable
29. Dont know
30. No 4 man cells
31. Continuity
32. Better food in chow, Spanish TV channel
33. Take the block off the TV stations and movie selections. That way were equal to
other state prisons of higher security
34. Lifer, L-1 work outside the fence
35. Movie frequency and making sure movies play half time they dont play at all
36. Medical is horrible
37. Parole board, food
38. Honor level one privileges

39. New warden, current warden doesnt make mailroom staff do their work and
wont allow us to have cable like other facilities
40.
41. Something to keep the rec department open. They need a transport first place is
the rec officers
42.
43. Getting paroled
44. Prisoners with nonviolent drug charges need to be released at half of their
sentences
45. Aramark needs to leave the kitchen
46.
47. The 4 man cell used only for after seg, release, instead of used as a regular cell
when moved a new pod. It is used as a punishment in a true sense
48. Count takes too long, count quicker or rec open more
49.
50. More reentry programs. More help finding jobs after release
51. The prison needs to be treated as level 1 and 2 and inmates shouldnt be treated
as if they were at a level 3 and 4 institution. Policies should reflect the institutions
level
52. No comment
53. More good food in kitchen to eat
54. Better food!!
55.
56. Caf staff bad
57. A cleaner dining area
58.
59. The security
60. Being able to get into school sooner
61.
62. More food at chow
63. See some better food and more of it
64. It be easier for people to get into programs and school even if they have more
than 5 years left because they might have less than 5 years to file for judicial
65. Longer GED classroom times
66. More low library time
67. Warden!!!
68. I came here from Lebanon I cant really complain
69.
70. More availability to TV, I cant understand why the best babysitting tool on the
planet isnt used. Bring on cable and well pay for it
71. The hiring of human beings instead of robotic insensitive automorons
72. More programming and programs that applies to people with more years instead
of people with short time
73. Better health care
74. Count clearing on time or the warden
75. Central air conditioning

76. Dining room/meals
77. More open recreation
78. The food
79. Case manager being here every day. We barely see him
80. More recreation and dryer sheets
81. More programs available for all inmates
82. Better job training programs or more programs
83. Need to act like level 1-2 facility. The way they do people in segregation
84. The chow hall food needs to go back to state workers. Get rid of air mart
85. Let us have some females in here. Ha ha
86. Get rid of 4 man cells
87. Letting inmates out of the blocks as soon as count clears up to recreation or
wherever they need to go
88. Changing these 4 man cells into 2 man cells
89. Better food and bigger portions
90. I would like to see the end of these 4 man cells
91. Easier access to programs, waiting is too long
92. Stop housing us in 4 man cells. It just makes a lot of problems
93. I would like them to change the 5 year or less to the door to get an education. If
you seek it you should be able to obtain it
94. Everything at all!
95. Medical
96. Get rid of 4 man cells
97. Everything would be ran a lot differently and efficiently
98. The answering and subsequent resolve to grievance and the grievance policy.
99. Quartermaster. You need to be able to exchange your sheets more often!
100. That the food was better and more of it.
101. Food
102. Pay people that deserve to go home.
103.
104. Get in 2 man cells quicker.
105.
106. The Warden and UMA.
107. Parole we need parole for men over 50 who served 10 or more years.
108. That inmates with more than 5 year min be able to enter into program.
Most or all programs only allow inmate with 5 years or less to enter. Leaving the
rest out doing no programs for years.
109. Case Manager help
110. The food service is POOR!!!
111. Management do their jobs!
112. Having hot water in my cell, which we have been without for 3 years or
longer.
113. The quality of food brought in by this private company is terrible. They
need replaced.
114.
115. To have rec on Sat/Sunday mornings.

116. Stop the smoking and staff to do their job effectively.
117.
118. More programming.
119. The tier system actually implemented for Level 1 inmates (all the
privileges).
120. We get better food. Better programs, more money, get to go outside on
weekends and get rec every day even on the weekends.
121. Finding something to do
122. More outside rec. more programs.
123. More programming
124. Stand alone computer and printer accessibility so life plans, business
plans, and letters could be done.
125. More level 1 inmate work outside institution
126. Administration turnover
127.
128. Our food service needs to be changed. They dont give us enough food
here at Oakwood. Small portions and watered down food. After you eat 1 to 2
hours later, you are hungry again. Aramark not giving our portions to us.
129. My presence.
130. More programs. Ability for educational transfer. Ive tried for welding and
all four prisons wont accept any educational transfers.
131. Better food!
132. Better food and let us out.
133. Recreation on weekend mornings, afternoon, and evening. After all were
Level 1s!
134. Recreation on Sat and Sun morning. We are Level 1s. Side door could
be open for use.
135. Rec in the morning on weekends.
136. Positive treatment and assistance from unit staff to upper management.
137. Get rid of Aramark. Food services.
138. The TV channels or lack thereof!
139. Staff stop trying to run it like a closed security camp.
140. New warden. He makes unnecessary changes ex. rec changes.
141. #1 house to close
142. Problem with rec and chow hall schedule.
143. Me not being here.
144. Preparation of the meal. Too much water on the food and the beginning
was good, but it changed really bad. Nobody care how taste.
145. Food
146. The abolishment of the 4 man cell. Its a two man cell with 4 prisoners
crammed in it. Piggy back electrical cords. 4 piggy back cable cords.
147. Get rid of the LAP program which the people in Columbus says its not a
real program.
148. All cell two man.
149. To be able to go outside when count is cleared and not have to wait till
chow is called. This causes problems with the mood of all inmates!

150. Staff working on their communication skills.
151. Variety of food and Level 2 privileges given back. Better healthcare and
improve commissary. Improve education dept.
152.
153. Would like to see the four man cells cancelled out.
154. Every inmate should always get along.
155.
156. Get rid of this corrupt (putrid) administration at AOCI
157. Someone needs to do something about Sgt. Smith.
158. Staff training on how to deal with inmate population. Also more
professionalism!
159. Educational programs: how they have restrictions according to your
outdate! If you are trying to educate yourself it shouldnt matter your outdate!
160. Less telling on people.
161. Healthier food choices and maybe allow us to sit outside with our visitors
when they visit on hot or warm days.
162. Me release
163. New Warden
164. No 4 man cell
165. The amount of violence and sexual comments that happen every day be
stopped.
166. The administration and Warden especially. The UMA has more power
than the Warden here.
167. Hire better people
168. I dont care Im on my way home on June 20
th
2014.








AOCI PC


1. Education
2. More movement, I feel more at ease in this environment and the administration is
helpful.
3. I dont know whats positive here!
4. I regret having to say, but I cannot think of a single positive aspect of this (PC)
facility.
5. Store and people like staff are nice.
6. They try.
7. Air conditioning is available in summer months.
8. Exceptional block officers and COs (for the most part with very few exceptions).
9. Being a smaller unit regardless being PC would have great opportunity to make
changes in our lives with access to materials.
10.
11. 0
12.
13. This place sucks!! But I guess pool tables.
14.
15.
16.
17. None
18. Cant think of any positives to prison.
19. Safer
20. Its safe
21. Inmates that formed a group that desire to change the environment as well as
relationships with the staff into a positive beneficial cooperation to make living in
prison more secure and endurable and safe for the inmate and staff.
22. Religious services and Mr. Morton from AA/NA.
23. Library
24. There is no positive aspect of this prison.
25. N/A
26. If you dont bother anybody no body bothers you they let you do your time in
peace.
27. They let you do your time and make it what you want to make. You can do good
for yourself or you can do bad, its up to us
28. Nothing
30. As (PC) this has been the better of (PC) prisons. More movement within block,
access to materials for craft, music, group activities.
31. Cells
32. None really
33. None
34. It is safer than the gang infested prisons Ive been at. A lot safer!

35. None
36.
37. N/A
38. N/A
39. Outside rec
40.
41. The lowest ranking staff or Cos are very personable and reasonable.
42.
43. Its small
45. Nothing
46. Nothing but air condition
47. Small population
48. Small
49. None
50.
51.
52. Personnel friendly. Washing machines are good.
53. Little violence
54. None
55. None
56. None
57. Its a generally safe prison with minimal problems and positive staff.
58. Size
59. Some staff members are professional and try to be helpful.
60. Kept away from GP
61. Clean, positive environment. Sometimes staff is ok.
62. Keeping me in a safe environment.
63. Staff is very helpful and professional.
64. The staff is polite. For the most part people are not picked on.
65. Not too many gangs.
66. None
67. Close to family
68.
69. Guards are mostly friendly.
70. Too many to list!!
71. N/A
72. N/A
73. Live and let live attitude adopted by most inmates and staff alikeif you stay out
of trouble.
74. Having a cell and being able to get away from everyone.
75. Less likely to be assaulted versus GP.
76. None
77. Small
78. The staff treat you like human beings.
79.

80. Being away from general pop.
81.
82. That I can go to school get my GED.
83. It has cells.
84. You can stay out of the way if you decide to.
85. Seems to always have enough staff to meet our needs.
86.
87. IDK I dont know. Im not being killed.
88. Sobriety!
89.
90. Stop putting gang members in PC and force us to cell with them. Respect from
outside food workers.
91. Cable
92. Dont know
93. We are safe from gangs.
94. Small, not so violent.
95. Education
96. None. Aint none.
97. Nothing at all.
98. Less people and a little less violence.
99.
100.
101. With current staff very unsatisfied
102. There is a very few positive things here. PC is treated like animals here.
103. None violent.
104. Halfway decent commissary.
105. None!
106.
107.
108. 95% of COs are very nice and respectful.
109. Staff, COs, are generally non-abusive and treat inmates decent.
110. COs dont mess with inmates as much as they have at other facilities that
PC was located.
111.
112. Small population size.
113. None
114. Its small
115. Need food.
116. There are not many inmates here.



1. More food
2. I would like to see a music program get started in here as well as guitar lessons
being taught. Id teach if permitted.
3. To open the cell windows.
4. Staff working with and not against inmates who want to transfer a safe alternate
facility of their choice.
5.
6. If they would listen also, give PC programs. New Warden.
7. Single celling
8. Single occupancy cells. Less crowding. More recreation/activities. More (and
better) food. Health care. Access to law library/copier.
9. Access to materials and activities to occupy time and staff to follow job titles to
get this done.
10. Access to the big rec yard/quit locking us out on the little yard.
11. Music program
12. Recreation: yard access
13. Would like to be able to go out to our yard anytime throughout the day like GP
inmates have access to.
14.
15.
16.
17. Doing their job
18. Would like to use the big yard to run laps while at rec. But were not allowed to
use it at all.
19. More rec
20. More rec with more to do.
21. I want more outreach programs and community service programs, and
humanitary aid programs that reach beyond these prison walls to help those in
need that are living outside these prison walls.
22. There is not any access to law library. The hours are not adequate.
23. Be able to have recreation on the Big Yard.
24. This needs to be a all PC camp not PC/pop.
25. More education, recreation, programs, movement.
26. I would like to see the people who cause trouble lose their PC privilege and sent
back to population.
27. No tolerance. Guys who demonstrate violence and other stuff, they should be
removed from PC and population shouldnt be in a PC building facility.
28. N/A
29. Get rid of Aramark and any other private company serving food, because profit
overrides everything including following the menu and trying to serve rotten food.
30. More respect for those inmates exhibiting proper behavior and efforts. Drop
security faster, less reviews or oversights than those exhibiting lack of
rehabilitation.
31. Vocational training programs

32. Single man cells so I can feel safer!
33. Food service
34. Open the big rec yard to PC prisoners and give us jobs!
35. Medical administration
36. Single man cells so I can feel safe.
37. A new Warden and a bigger rec yard.
38. We get the amount of food were supposed to get at chow.
39. Better food!!
40.
41. PC needs access to the big outside recreation yard. We have nowhere to go to
decompress and open up to the guys we trust.
42.
43. The food
44. No corruption with the administration
45. Food
46. Everything
47. Vocational/educational programming needs to be offered
48. More re-entry programs. Recognized programs.
49. Go home or move to another prison
50.
51.
52. Need reentry programming. I have asked the staff for the past 3 years and none
ever provided.
53. More outside rec access
54. People going home from the Parole Board. They are never give a chance.
55. More programming, more safety
56. More vocational and educational programs. REENTRY.
57. College classes for PC inmates.
58. Harder sanctions for rule violations. There really is no discipline here at AOCI!
59. We are in desperate need of reentry programs and programs in general.
60. GP leave OCF so we can have jobs back and more recreation.
61. Stick to a schedule. Nothing is ever on schedule or on time. More rec outside
for PC.
62. None
63. I would like to see Level 2 get their privileges back. Late nights throughout the
week specifically.
64. Separate 2s and 3s.
65. More groups. Fun for rec. Family groups.
66. Everything.
67.
68. They need to give us all the same programs and education opportunities as
population gets.
69. Inmates that cause trouble dealt with.
70. That level ones and twos be granted access to the courtyard all day.
71. Bed moves
72. More freedom to go outside and different TV channels

73. College/vocational (culinary arts, masonry, etc) offered to PC inmates and
computer classes, basic so we can adapt upon release.
74. Staff following the rules and not doing whatever they want.
75. Staff not ignoring disruptive inmates and harassing inmates who cause no
problems.
76. More rec
77. Meaningful jobs
78. Separation of Level 3 inmates from Level 2 and 1 inmates.
79. More programs, better recreation. Better protection. Better classification of
inmates. Some do not need PC.
80. Id like to see this whole place become PC and single cells.
81.
82. The food and to get more programs and to bring back smoking.
83. Separate Level 3s from 1 and 2s.
84. More security minded Cos that enforce the rules instead of allowing whatever.
85. Schedules need to be met and followed with some kind of order.
86.
87. GP moved out from down stair and single man cells.
88. More programs.
89.
90. Remove the gang members from PC. Remove GP from this building and make
this a true protective control.
91. Stop letting all the COS and white shirts eating the inmates food out of the
inmates dining room. And then when Aramark runs out of food the inmates are
the ones without. Aramark needs to stop feeding them. The COs have access
to the vending machines.
92. More programs to help with my release.
93. The unit management meeting the concerns of inmates needs.
94. More programs to help with paroles, early releases, and lower security.
95. Disciplinary procedure
96. Have better security and more trust worth officers to feel safe, not dirty COs.
97. More programs for us inmates, please.
98. Recreation
99. College or vocational classes offer to PC units.
100.
101. (1) Better staff (2) Programs.
102. The education. The recreation. Adequate food potions and jobs for PC.
103. Offer more for PC. Education and reentry.
104. Stop bringing gang members into PC. This is where most problems stem
from.
105. A lot of them.
106. More recreation for PC. We only get one hour in gym a day.
107. Food
108. Access to recreation yard is very limited. No justifiable reason for
restriction to the yard outside time.
109. PC access to big rec yard and better food.

110. We dont receive the same privileges and programming as general
population, rec, jobs, college classes programs. Also we have no hot water in
our cells which is a violation of the ARs.
111.
112. Better food. More programming. More recreation time. Stop washing
mopheads in dryers and washers I use!
113. PC inmates get more fundraisers.
114. Cable
115. Medical
116. PC should be for inmates who dont want trouble, when they cause trouble
they should be put out of PC and not allowed back!!








AOCI RTU


1. Nice yard
2. It is safer than most prisons.
3. Nothing
4. No violence
5. Programs
6. Least violence
7.
8. Cells and privesecee [privacy?]
9. Least prison violence
10. Jehovah Witness service
11.
12. The new JPay kiosk email/music set-up.
13.
14. Be in a single cell
15. Staff
16. The COs and staff members treat us with respect and not like were animals.
17.
18. There is no big problems with a lot of inmates. Seems that we all get a long well.
Also like Red Cross here too.
19. It is run ok and dental service is good!
20. It is an easy prison to do time at.
21.
22.
23.
24. Staff understands.
25. ?
26.
27.
28. We have got some good staff here.
29. Programs
30. Stay out of trouble and stay focus
31. -



1. More library hours and library for Level 3. Chapel, gym for Level 3, no 4 man
cells.
2. Stricter consequences for bad behavior.
3. Nothing
4. Better food portions
5. More day hall activities.
6. Release from prison. Not too many complaints. I broke the law. Doing my time.
7.
8. More programs for depression on RTU.
9. Better commissary
10. More food
11.
12. Access to get baptized in the chapel.
13.
14. Making food that does not make us sick
15. Single cells
16. Allowing the Level one to have 3 food boxes a year instead of 2 food boxes.
17.
18. Would like to see this prison run like a L 1 prison. They have the gym closed
until after chow. So this is round 6 pm and close the gym around 8 pm.
19. More time out of my cell.
20. Dont know
21.
22.
23.
24. They understand but as a inmate they too understanding.
25. ?
26. More single cells
27.
28. Better food
29. More food
30. Need more vocational training programming here
31. -


B. CHECKLISTS






























































C. GLOSSARY OF TERMS

A
Administrative Assistant (AA) Staff member who is an assistant to the Warden and
typically responsible for reviewing RIB (Rules Infraction Board) decisions and RIB
appeals.
Adult Basic Education (ABE)/Literacy Literacy classes are for student with reading
levels at 226 and below the CASAS. The ABE/Literacy Unit consist of two afternoon
sessions. Students attend school approximately 1 hours each day on Monday
Thursday. Students work individually or in small groups with tutors and focus on
improving their reading and math skills. All tutors in the ABE/Literacy Unit are
certified through a 10 hour training course.

B
Brunch Served on weekends as a cost savings initiative.
Bureau of Classification Office located at the DRC Operation Support Center
responsible with the ultimate authority for inmate security levels, placement at
institutions, as well as transfers.
Bureau of Medical Services Office located at the DRC Operation Support Center
responsible for direct oversight of medical services at each institution.
Bureau of Mental Health Services Office located at the DRC Operation Support
Center responsible for direct oversight of Mental Health Services at each institution.

C
Case Manager Staff member responsible for assisting inmates assigned to their
case load and conducting designated core and authorized reentry programs.
Cellie/Bunkie An inmates cellmate or roommate.
Chief Inspector Staff member at the DRC Operation Support Center responsible
for administering all aspects of the grievance procedure for inmates, rendering
dispositions on inmate grievance appeals as well as grievances against the
Wardens and/or Inspectors of Institutional Services.
Classification/Security Level System by which inmates are classified based on the
following: current age; seriousness of the crime; prior offenses; most recent
violence (not including the current offense); gang activity before going to prison; and
present and past escape attempts.
Close Security See Level 3
Computer Voice Stress Analysis (CVSA) A device, which electronically detects,
measures, and charts the stress in a persons voice following a pre-formatted
questionnaire. Used as a truth seeking device for investigations.
Conduct Report/Ticket Document issued to inmate for violating a rule.
Contraband items possessed by an inmate which, by their nature, use, or intended
use, pose a threat to security or safety of inmates, staff or public, or disrupt the
orderly operation of the facility. items possessed by an inmate without permission
and the location in which these items are discovered is improper; or the quantities in
which an allowable item is possessed is prohibited; or the manner or method by

which the item is obtained was improper; or an allowable item is possessed by an
inmate in an altered form or condition.

D
Deputy Warden of Operations (DWO) Staff member at each institution in charge of
monitoring the Major, custody staff, the Unit Management Administrator, Unit
Managers, Case Managers, and the locksmith. Other areas include count office,
mail/visiting, Rules Infraction Board, segregation unit, and recreation. The Deputy
Warden of Operations is also responsible for reviewing use of force reports and
referring them to a Use of Force Committee when necessary for further
investigation.
Deputy Warden of Special Services (DWSS) Staff member at each institution in
charge of monitoring education, the library, inmate health services, recovery
services, mental health services, religious services, Ohio Penal Industries, and food
service.
Disciplinary Control (DC) The status of an inmate who was found guilty by the
Rules Infraction Board and his or her penalty is to serve DC time. An inmate may
serve up to 15 days in DC.

F
Food Service Administrator An employee within the Office of Administration
Services educated in food service management and preparation, to manage DRC
food service departments.

G
GED/PRE-GED Pre-GED classes are for those who have a reading score between
a 227 through 239 on level C or higher of the CASAS test. GED classes are for
those who have a reading score of 240 on level C or higher on the CASAS test.
Students attend class 1 hours each day, Monday Thursday. Students study the
five subjects measured by the GED. In addition to class work, students are given a
homework assignment consisting of a list of vocabulary words to define and writing
prompt each week. All GED and Pre-GED tutors are certified through a 10-hour
training course.
General Population (GP) Inmates not assigned to a specialized housing unit.

H
Health Care Administrator (HCA) The health care authority responsible for the
administration of medical services within the institution. This registered nurse
assesses, directs, plans, coordinates, supervises, and evaluates all medical services
delivered at the institutional level. The HCA interfaces with health service providers
in the community and state to provide continuity of care.
Hearing Officer The person(s) designated by the Managing Officer to conduct an
informal hearing with an inmate who received a conduct report.
Hooch An alcoholic beverage.


I
Industrial and Entertainment (I and E) Funds Funds created and maintained for the
entertainment and welfare of the inmates.
Informal Complaint Resolution (ICR) The first step of the Inmate Grievance
Procedure (IGP). Inmates submit ICRs to the supervisor of the staff member who is
the cause of the complaint. Staff members are to respond within seven calendar
days. Timeframe may be waived for good cause.
Inmate Grievance Procedure (IGP) The inmate grievance procedure is a three
step administrative process, established in DRC Administrative Rule 5120-9-
31. The grievance procedure allows for investigation and nonviolent resolution of
inmate concerns. The first step is an informal complaint resolution, which the inmate
submits to the supervisor of the staff person or department responsible for the
complaint. The second step is a notification of grievance, submitted to the
Inspector. The final step is an appeal of the Inspectors disposition to the Chief
Inspector at the DRC Operation Support Center.
Inspector of Institutional Services (IIS) Staff person at the institution in charge of
facilitating the inmate grievance procedure, investigating and responding to inmate
grievances, conducting regular inspections of institutional services, serving as a
liaison between the inmate population and institutional personnel, reviewing and
providing input on new or revised institutional policies, procedures and post orders,
providing training on the inmate grievance procedure and other relevant topics, and
any other duties as assigned by the Warden or Chief Inspector that does not conflict
with facilitating the inmate grievance procedure or responding to grievances.
Institutional Separation An order wherein two or more inmates are not assigned to
general population in the same institution due to a concern for the safety and
security of the institution, staff, and/or other inmates.
Intensive Program Prison (IPP) Refers to several ninety-day programs, for which
certain inmates are eligible, that are characterized by concentrated and rigorous
specialized treatment services. An inmate who successfully completes an IPP will
have his/her sentence reduced to the amount of time already served and will be
released on post-release supervision for an appropriate time period.
Interstate Compact The agreement codified in ORC 5149.21 governing the
transfer and supervision of adult offenders under the administration of the National
Interstate Commission.

K
Kite A written form of communication from an inmate to staff.

L
Local Control (LC) The status of an inmate who was referred to the Local Control
Committee by the Rules Infraction Board. The committee will decide if the inmate
has demonstrated a chronic inability to adjust to the general population or if the
inmate's presence in the general population is likely to seriously disrupt the orderly
operation of the institution. A committee reviews the inmate's status every 30 days
for release consideration. The inmate may serve up to 180 days in LC.

Local Separation An order wherein two or more inmates are not permitted to be
assigned to the same living and/or work area, and are not permitted simultaneous
involvement in the same recreational or leisure time activities to ensure they are not
in close proximity with one another.

N
Notification of Grievance (NOG) The second step of the Inmate Grievance
Procedure (IGP). The NOG is filed to the Inspector of Institutional Services and
must be responded to within 14 calendar days. Timeframe may be waived for good
cause.

M
Maximum Security See Level 4
Medium Security See Level 2
Mental Health Caseload Consists of offenders with a mental health diagnosis who
receive treatment by mental health staff and are classified as C-1 (SMI) or C-2 (Non-
SMI).
Minimum Security See Level 1

O
Ohio Central School System (OCSS) The school district chartered by the Ohio
Department of Education to provide educational programming to inmates
incarcerated within the Ohio Department of Rehabilitation and Correction.
Ohio Penal Industries (OPI) A subordinate department of the Department of
Rehabilitation and Correction. OPI manufactures goods and services for ODRC and
other state agencies.

P
Parent Institution The institution where an inmate is assigned to after reception
and will be the main institution where the inmate serves his or her time. The parent
institution is subject to change due to transfers.
Protective Control (PC) A placement for inmates whose personal safety would be
at risk in the General Population (GP).

R
Reentry Accountability Plan (RAP) Plan for inmates, which includes the static risk
assessment, dynamic needs assessment, and program recommendations and
participation.
Residential Treatment Unit (RTU) The Residential Treatment Unit is a secure,
treatment environment that has a structured clinical program. All offenders enter at
the Crisis and Assessment Level (Level 1). This level is designed to assess
conditions and provide structure for the purpose of gaining clinical information or
containing a crisis. The disposition of the assessment can be admission to the
treatment levels of the RTU, referral to OCF, or referral back to the parent institution.

Rules Infraction Board (RIB) A panel of two staff members who determine guilt or
innocence when an inmate receives a conduct report or ticket for disciplinary
reasons.

S
Security Control (SC) The status of an inmate who is pending a hearing by the
Rules Infraction Board for a rule violation, under investigation or pending institutional
transfer and needs to be separated from the general population. Inmates may be
placed in SC for up to seven days. The seven day period can be extended if
additional time is needed.
Security Level/Classification System by which inmates are classified based on the
following: current age; seriousness of the crime; prior offenses; most recent
violence (not including the current offense); gang activity before going to prison; and
present and past escape attempts.
Level 1A Security (Minimum) The lowest security level in the classification
system. Inmates classed as Level 1 have the most privileges allowed.
Inmates in Level 1 who meet criteria specified in DRC Policy 53-CLS-03,
Community Release Approval Process, may be eligible to work off the
grounds of a correctional institution. Level 1A inmates may be housed at a
correctional camp with or without a perimeter fence and may work outside the
fence under periodic supervision. Level 1A replaces the classification
previously known as Minimum 1 Security.
Level 1B Security (Minimum) The second lowest level in the classification
system. Level 1B inmates may be housed at a correctional camp with a
perimeter fence and may work outside of the fence under intermittent
supervision. However, Level 1B inmates who are sex offenders are not
permitted to work or house outside of a perimeter fence. Level 1B inmates
may not work off the grounds of the correctional institution. Level 1B replaces
the classification previously known as Minimum 2 Security.
Level 2 Security (Medium) A security level for inmates who are deemed in
need of more supervision than Level 1 inmates, but less than Level 3
inmates. Level 2 replaces the classification previously known as Medium
Security.
Level 3 Security (Close) This is the security level that is the next degree
higher than Level 2, and requires more security/supervision than Level 2, but
less than Level 4. Level 3 replaces the classification previously known as
Close Security.
Level 4 Security (Maximum) This is the security level that is the next degree
higher than Level 3, and requires more security/supervision than Level 3, but
less than Level 5. It is the security level for inmates whose security
classification score at the time of placement indicates a need for very high
security. It is also a classification for those who are involved in, but not
leading others to commit violent, disruptive, predatory or riotous actions,
and/or a threat to the security of the. Level 4 replaces the classification
previously known as Maximum Security.

Level 4A Security (Maximum) A less restrictive privilege level, which
inmates may be placed into by the privilege level review committee with the
Warden/Designees approval, after a review of the inmates status in level 4.
Level 4B Security (Maximum) The most restrictive privilege level assigned
to an inmate classified into level 4.
Level 5 Security (Supermax) A security level for inmates who commit or
lead others to commit violent, disruptive, predatory, riotous actions, or who
otherwise pose a serious threat to the security of the institution as set forth in
the established Level 5 criteria. Level 5 replaces the classification previously
known as High Maximum Security.
Level 5A Security (Supermax) A less restrictive privilege level, which
inmates may be placed into by the privilege level review committee with the
Warden/Designees approval, after a review of the inmates status in level 5.
Level 5B Security (Supermax) The most restrictive privilege level assigned
to an inmate classified into level 5.
Security Threat Group (STG) Groups of inmates such as gangs that pose a threat
to the security of the institution.
Separation See Institutional Separation and Local Separation
Seriously Mentally Ill (SMI) Inmates who require extensive mental health
treatment.
Shank Sharp object manufactured to be used as a weapon.
Special Management Housing Unit (SMHU)/Segregation Housing unit for those
assigned to Security Control, Disciplinary Control, Protective Control, and Local
Control.
Supermax Security See Level 5

T
Telemedicine A two-way interactive videoconferencing system that allows for
visual and limited physical examination of an inmate by a physician specialist while
the inmate remains at his/her prison setting and the physician specialist remains at
the health care facility. It also includes educational and administrative uses of this
technology in the support of health care, such as distance learning, nutrition
counseling and administrative videoconferencing.
Transitional Control Inmates approved for release up to 180 days prior to the
expiration of their prison sentence or release on parole or post release control
supervision under closely monitored supervision and confinement in the community,
such as a stay in a licensed halfway house or restriction to an approved residence
on electronic monitoring in accordance with section 2967.26 of the Ohio Revised
Code.
Transitional Education Program (TEP) Learn skills to successfully re-enter society.
Release dated within 90-180 days.

U
Unit Management Administrator (UMA) Staff member responsible for overseeing
the roles, responsibilities and processes of unit management staff in a decentralized
or centralized social services management format. The UMA may develop

centralized processes within unit management, while maintaining the unit based
caseload management system for managing offender needs. The UMA shall ensure
that at least one unit staff member visits the special management areas at least
once per week and visits will not exceed seven days in between visits.
Unit Manager (UM) Staff member responsible for providing direct supervision to
assigned unit management staff and serving as the chairperson of designated
committees. Unit Managers will conduct rounds of all housing areas occupied by
inmates under their supervision.
Use of Force Staff is authorized to utilize force per DRC Policy 63-UOF-01 and
Administrative Rule 5120-9-01, which lists six general circumstances when a staff
member may use less than deadly force against an inmate or third person as
follows:

1. Self-defense from physical attack or threat of physical harm.
2. Defense of another from physical attack or threat of physical attack.
3. When necessary to control or subdue an inmate who refuses to obey
prison rules, regulations, or orders.
4. When necessary to stop an inmate from destroying property or
engaging in a riot or other disturbance.
5. Prevention of an escape or apprehension of an escapee.
6. Controlling or subduing an inmate in order to stop or prevent self-
inflicted harm.

Administrative Rule 5120-9-02 requires the Deputy Warden of Operations
to review the use of force packet prepared on each use of force incident,
and to determine if the type and amount of force was appropriate and
reasonable for the circumstances, and if administrative rules, policies, and
post orders were followed. The Warden reviews the submission and may
refer any use of force incident to the two person use of force committee or
to the Chief Inspector. The Warden must refer an incident to a use of force
committee or the Chief Inspector. The Warden must refer an incident to a
use of force committee or the Chief Inspector in the following instances:

Factual circumstances are not described sufficiently.
The incident involved serious physical harm.
The incident was a significant disruption to normal operations.
Weapons, PR-24 strikes or lethal munitions were used.

W
Warden Managing officer of each correctional institution.


Ohio Department of Rehabilitation and Correction Institution Acronyms

Allen Oakwood Correctional Institution............ AOCI
Chillicothe Correctional Institution ...................

CCI
Correctional Reception Center ........................ CRC
Dayton Correctional Institution ........................ DCI
Franklin Medical Center .................................. FMC
Grafton Correctional Complex ......................... GCC
Lake Erie Correctional Institution .................... LAECI
Lebanon Correctional Institution ...................... LECI
London Correctional Institution ........................ LOCI
Lorain Correctional Institution ..........................

LORCI
Madison Correctional Institution ...................... MACI
Mansfield Correctional Institution .................... MANCI
Marion Correctional Institution ......................... MCI
Noble Correctional Institution .......................... NCI
North Central Correctional Complex................ NCCC
Northeast Reintegration Center ....................... NERC
Ohio Reformatory for Women ......................... ORW
Ohio State Penitentiary ................................... OSP
Pickaway Correctional Institution .................... PCI
Richland Correctional Institution ...................... RICI
Ross Correctional Institution ........................... RCI
Southeastern Correctional Complex-HCF SCC-HCF
Southeastern Correctional Complex-SCI ........ SCC-SCI
Southern Ohio Correctional Facility ................. SOCF
Toledo Correctional Institution ......................... TOCI
Trumbull Correctional Institution ...................... TCI
Warren Correctional Institution ........................ WCI


D. ENDNOTES

i
Ohio Department of Rehabilitation and Correction, Allen Oakwood Correctional Institution website.
Accessed at http://www.drc.ohio.gov/Public/ocf.htm
ii
Ibid.
iii
Commission on Accreditation for Corrections. Standards Compliance Accreditation Audit. June 26-28,
2012. p. 2.
iv
Ohio Department of Rehabilitation and Correction, Institution Counts: ACI, provided on April 9, 2014.
v
Ibid.
vi
Commission on Accreditation for Corrections, p. 2.
vii
ODRC Workforce Composition April 1, 2014, Ohio Department of Rehabilitation and Correction,
Accessed at http://www.drc.ohio.gov/web/Reports/staffing/April%202014.pdf.
viii
Commission on Accreditation for Corrections. p. 21.
ix
Significant Incident Summary reports provided by Allen Oakwood Correctional Institution for the
following periods: January 2013 December 2013.
x
Ibid.
xi
xii
xiii
Ibid.
xiv
xv
Serious Misconduct in DRC Prisons, 2014 Annual Report, Ohio Department of Rehabilitation and
Correction, March 2014.
xvi
Ibid.
xvii
Ibid.
xviii
Ibid.
xix
Information provided by the Department of Rehabilitation and Correction, March 14, 2013.
xx
Ibid.
xxi
Ibid.
xxii
Monthly use of force reports submitted by each institution to CIIC.
xxiii
xxiv
xxv
xxvi
Information provided by the Department of Rehabilitation and Correction, January 24, 2013.
xxvii
Information provided by the Ohio Department of Rehabilitation and Correction, April 22, 2013.
xxviii
xxix
Allen Oakwood Correctional Institution, staff communication, April 9, 2014.
xxx
Ibid.
xxxi
Ibid.
xxxii
xxxiii
Ibid.
xxxiv
xxxv
Allen Oakwood Correctional Institution, inmate communication, April 8, 2014.
xxxvi
State of Ohio Standard Inspection Report, Allen Oakwood Correctional Institution, February 25,
2014.
xxxvii
Correctional Food Service Contract Monitor Report Evaluation Standards, Allen Oakwood
Correctional Institution, March 17, 2014.
xxxviii
Department of Rehabilitation and Correction Total Institutional Overtime Calendar Year 2008-2014
YTD, Allen Oakwood Correctional Institution, January 2014.
xxxix
Ibid.

xl
Ibid.
xli
Ibid.
xlii
Allen Oakwood Correctional Institution Vacancy List, April 8, 2014.
xliii
DRC Correctional Officer Turnover Rates by Institution: Allen Oakwood Correctional Institution: FY
2012, FY 2013, and FY 2014 year-to-date. Provided by Department of Rehabilitation and Correction,
January 24, 2014.
xliv
DRC Turnover Rates by Institution: Allen Oakwood Correctional Institution: FY 2012, FY 2013, and FY
2014 year-to-date. Provided by Department of Rehabilitation and Correction, January 24, 2014.
xlv
Allen Oakwood Correctional Institution, FY 2013 Annual Training Report, provided on April 8, 2014.
xlvi
Department of Rehabilitation and Correction 2013 Performance Evaluation Data, Allen Oakwood
Correctional Institution, provided January 2014.
xlvii
Ibid.
xlviii
2013 Ohio Standards Compliance Tally and Comments Form, Allen Oakwood Correctional Institution,
June 4-6, 2013.
xlix
Department of Rehabilitation and Correction Office of Administration: Bureau of Fiscal Audits. Allen
Oakwood Correctional Institution. July 2, 2012 through August 1, 2012. Report Finalized: November 7,
2012.
l
Ibid.
li
Ibid.
lii
Ohio Department of Rehabilitation and Correction Energy/Utility Audit Annual Review, Allen Oakwood
Correctional Institution, September 19, 2013.
liii
Waste Minimization Report: Allen Oakwood Correctional Institution, December 2013.
liv
Capital improvement Plans (C-1 forms) Fiscal years 2013-2018. Allen Oakwood Correctional Institution,
provided April 8, 2014.
lv
Department of Rehabilitation and Correction 2007-2012 Property Reimbursement, Allen Oakwood
Correctional Institution, provided February 20, 2013. 2013 Inspector Statistics, January 1, 2012
December 31, 2012, Ohio Department of Rehabilitation and Correction. Provided February 2014.
lvi
CY 2013 Institution Grievance Statistics, Allen Oakwood Correctional Institution, January 1-
December 31, 2013.
lvii
CY 2012 Institution Grievance Statistics, Allen Oakwood Correctional Institution, January 1-
December 31, 2012.

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