Department of Correction
At a Glance
THERESA C. LANTZ, Commissioner
Brian Murphy, Deputy Commissioner
Dennis Jones, Director
Established – 1968
Statutory authority – CGS Sec. 18-78
Central office –
Number of full-time employees – 6,775
Recurring operating expenses – $ 600,618,379
Capital outlay – $ 6,068,757
Organizational structure – Five divisions to include: Operations, Administration, Programs
and Treatment, Security, External Affairs, as well as an Affirmative Action Unit.
The Department of Correction shall protect the public, protect staff, and provide safe, secure, and humane supervision of offenders with opportunities that support successful community reintegration.
The agency on June 30, 2006 confined 18,582 offenders, a 2.53 percent increase when compared with the incarcerated population on June 30, 2005. Including those inmates on department-administered community supervision, correctional staff supervised a population of 23,079 offenders.
The Division consists of 18 correctional
facilities, which are managed by two District Administrators and 17
Wardens. There are 14 Correctional
Institutions and four
This Division also encompasses a wide
range of emergency services to include Correctional Emergency Response Teams,
Special Operations, K-9 Unit and Situational Control hostage negotiators. It
also includes the Parole and Community Services Unit that handles the
supervision of inmates on community release status, which includes 42
residential programs. The Division
maintains a medical-surgical ward at the University of
Connecticut Health Center in
North District South District
Bergin Correctional Institution (
Brooklyn Correctional Institution (Brooklyn)
MacDougall-Walker Correctional Institution (Suffield) (Uncasville)
Northern Correctional Institution (Somers) Garner
Correctional Institution (
Osborn Correctional Institution (Somers) Gates Correctional Institution (Niantic)
Robinson Correctional Institution (
Willard-Cybulski Correctional Institution (
This Division is comprised of seven offices, which are responsible for the management of the inmate population and offender classification functions; research, development and implementation of treatment services; health and mental health services; counseling; educational, vocational, recreational and religious programs; and the organization of the agency’s volunteer and victim services programs.
Programmatic functions administered by the Division stress accountability and responsibility to affect successful transition into the community. In addition to providing comprehensive programs tailored to individual needs, division personnel work in conjunction with volunteers, community providers and other human service agencies to develop wrap-around services to facilitate the successful community reintegration of the offender population.
This Division works
closely with the community providing support and information to victims of
crimes. Community volunteers augment
program delivery, supplementing education, treatment and religious
services. Offender Classification and
Population Management Unit staff works with the Judicial Branch and with law
enforcement agencies to provide training and to ensure accurate application of
sentenced time. This Unit also completes
detailed assessments of offender risk and service needs, and develops initial
treatment plans. Program Development staff researches and develops
evidence-based services and tracking systems to evaluate program effectiveness
and lessen the likelihood of recidivism.
Addiction services counselors promote recovery through four levels of
substance abuse treatment from admission through community placement. Unified
Offender Classification and Population Management
Offender Programs and Victim Services
Health and Addiction Services
Volunteer & Recreation Services
Nutrition and Food Services
Training and Staff Development
Management Information Systems
Engineering and Facilities Management
Research and Strategic Planning
This Division encompasses both an
investigative unit and intelligence unit. The investigative unit is responsible
for internal investigations, audits and contraband disposal consistent with
departmental policy. The Division is responsible for processing background
checks on perspective employees, vendors and volunteers. In addition, members
of the Security Division are regularly assigned to the Fugitive/Gang Task Force
and Joint Terrorism Task Force and have assisted in numerous investigations
resulting in criminal arrests. They have
also participated in the arrest and/or location of fugitives throughout
The intelligence unit, which is comprised of Gang Management and Telephone Monitoring, is highly skilled, trained and equipped to acquire, analyze and disseminate security pertinent information throughout the agency and law enforcement community. The Gang Management and Telephone Monitoring Units were combined into a single entity in 2003 as an overall strategy to effectively compile and review security sensitive information more effectively. This concept has resulted in increased efficiency and intelligence sharing with local, state and federal law enforcement professionals. Through targeted and random monitoring of non-privileged communications, detection, deterrence and prevention of criminal activity both internally and externally was effectively achieved.
Security Risk Group Intelligence/Gang Management
External Affairs Division
This division oversees the Department’s crucial liaison functions with the other components of state government as well as with the courts, the public and the news media.
The Office of Public Information insures that information concerning departmental incidents, activities and the inmate population are provided to the public and media in a timely, proactive and professional manner, while being cognizant of safety and security issues.
A Legislative Liaison, responsible for drafting legislation and state regulations, works closely with the General Assembly on law enforcement and prison issues.
The Freedom of Information Coordinator insures the Department fully complies with state statues requiring the open availability of public documents to the public, staff and the inmate population, while insuring that safety and security are not compromised.
The Office of Standards and Policy is responsible for the writing, review and revision of the agency’s Administrative Directives.
The Legal Affairs Office, which reports directly to the
Commissioner but comes under the Division for Administrative purposes, serves
as special counsel to the Commissioner and as a liaison to the Office of the
Attorney General on all legal matters as well as with the state and federal
Unit supports the agency’s training function at the
Office of Public Information
Freedom of Information Coordinator
Standards and Policy Administrator
Legal Affairs Unit
In an effort to enhance safety and security in its facilities, inmate orientation units have been established at Bridgeport CC, Corrigan-Radgowski CC, Hartford CC, Manson Youth Institution, New Haven CC and York CI. These orientation units have been designated to transition newly admitted inmates that exhibit difficulties adjusting to incarceration or have medical, mental health or detoxification concerns.
The Department has enacted procedures to screen and identify inmates with severe mental illness prior to transfer to the Administrative Segregation program at Northern Correctional Institution, the state’s male maximum-security prison. Mental health staff must review inmates in an effort to recognize any indicative signs of severe mental illness. In addition, procedures for the management of mentally ill inmates were enhanced at the Garner Correctional Institution.
As part of the
agency’s effort to be in compliance with the Prison Rape Elimination Act
(Public Law 108-79), a comprehensive plan was developed to educate staff and
inmates in the prevention of sexual assault in
Programs and Treatment Division
The Offender Classification & Population Management unit coordinated 68,790 transfers as of June 19, 2006. OCPM staff is also responsible for implementing an Offender Accountability Plan on all male inmates serving sentences of two years or greater. This plan is in concert with the Board of Pardons and Paroles’ recommendations for treatment and discretionary release to the community under supervision.
The Offender Programs and Victim Services developed population specific programs for youth and female offenders, created new curriculum and facility-based job centers to facilitate re-entry planning, and expanded computerized tracking and data collection programs to assist with research and evidence-based services.
Correctional Enterprises provided employment for 336 inmates on an average daily basis, offering realistic work experience in twelve industry programs. Service recipients include numerous state and federal agencies, municipalities and nonprofit organizations.
The Health and Addiction Services Unit collaborated with other state agencies and community providers to provide comprehensive managed health care. Seventy-one percent of Addiction Services counselors and supervisors are now certified and/or licensed to provide substance abuse services.
Religious Services provided more than 92,000 hours of ministry time. The Volunteer and Recreation Services Unit coordinated the provision of 144,000 service hours by 864 volunteers, the equivalent of 72 full-time positions, and completed 8,961 victim contracts.
The Fiscal Services Unit continued to play a leading role in utilizing the CoreCT system and to focus on implementing departmental rules and regulations to support standardized business practices.
The accounts payable unit processed 41,837 invoices, the purchasing unit processed 20,196 requisitions and the Inmate Trust unit received and processed 175,022 receipts, representing $14,746,403 in commissary orders. The average daily direct inmate expenditure for the fiscal year was approximately $83.85.
In addition, new safety initiatives this year have helped with the continued decrease in the lost time injuries, which are down by nine percent.
The Food Service Department, over the past year, provided 19,900,000 inmate meals. Our menu is written to provide normal population diets, common fare diets and several medically prescribed diets. A total of 580,000 lbs. of CT grown produce were used in the production of the meals, with the hope of using 350,000 lbs. more in the upcoming year. The cook/chill plant produced over 4,500,000 lbs. of food for the inmate population consumption.
The Management Information Systems Unit (MIS) in collaboration with the Engineering and Facilities Management Unit successfully added six new facilities to the DOC LAN/WAN network. The units also collaborated to upgrade the existing Parole and Community Services offices onto a single LAN/WAN for each office. This upgrade ended up saving the state and the department thousands of dollars from the cost of deploying multiple T1 lines and routers at these locations. These facilities now have the ability to interface with the systems involved with the Criminal Justice Information Systems (CJIS).
MIS was also responsible for replacing or upgrading over 1200 PC’s this past year as a start to meet the security standards set by the CJIS group. MIS also established several new screens in the Offender Based Information System (OBIS) to help with re-entry planning and tracking as part of the Offender Accountability Plan. The unit was also responsible for bringing online the Hearings Division portion of the Case Notes Tracking system for the Board of Pardons and Parole.
The Research Unit was responsible for processing more than 250 requests for information and statistics from external customers, including legislators, non-profit organizations, researchers, the media and for profit organizations. Among these requests were several involving recidivism and re-entry planning as part of the Legislative Program Review and Investigations study.
In the FY05, the Security Division conducted more than 200 formal investigations and collaborated with outside law enforcement in numerous criminal investigations.
The Intelligence Unit of the Security Division is considered by many in Law Enforcement as a leader in the field of gang intelligence based on its unique ability to gather, analyze and disseminate information internally and externally.
Telephone monitoring and the gathering of gang intelligence information dramatically increased this year. As the result of cooperative partnerships, significant improvements were made to streamline the collection, analyzing and dissemination of this criminal intelligence information. Drawing upon information sharing from a diverse workforce and the expertise of highly trained personnel in the area of gang intelligence, the Unit was utilized by the United State’s Attorney’s Office and many others at all levels of law enforcement on numerous occasions to provide updated gang information.
External Affairs Division
The emphasis of the External Affairs Division during this past fiscal year has involved supporting the Department’s priority of enhancing successful offender re-entry into the community.
The Office of Policy and Standards created a new chapter of Administrative Directives, number 11, with three new directives, which detail the functioning of the Parole and Community Services Unit in supervising offenders in the community.
The Legislative Liaison was instrumental in securing legislative support for the initiative during the General Assembly session including additional funding and staff to support the expansion of community oversight.
The Office of Public Information secured local and national media publicity to inform the public of the shift in correctional philosophy and its associated benefits in public safety. Related additions were also made to the agency website such as the Offender Management Plan and additional parole and pardons information.
Additionally, the Division initiated changes to Administrative Directive 1.5, Public Information and News Media Relations aimed at making the agency more transparent to the press and public. The Office of Public Information also managed and oversaw the first media interviews with offenders on death row in more than a decade. The Office handled an estimated 6,000 inquiries from the press and public.
The newly established Legal Affairs Unit
serves as a liaison to the Office of the Attorney General on all legal matters
affecting the agency as well as with the State and Federal Courts throughout
The Office of Policy and Standards revised nearly half of the agency’s 124 Administrative Directives for the signature of Commissioner Theresa C. Lantz. The Freedom of Information (FOI) Coordinator initiated a new telephonic hearing protocol for offender filings with the FOI Commission and saw a significant upswing in requests to 610.
Through its Legislative Liaison, the agency was successful in promoting the passage of bills that further enhance the Department’s ability to manage offenders while incarcerated and in the community. The liaison also tracked through the end of the legislative session 147 bills, 17 of which directly effect the agency. This office also handled 823 inquiries from elected officials and their constituents.
Information Reported as Required by State Statute
Affirmative Action Unit
The purpose of the Affirmative Action Unit is to ensure that the principles of Equal Employment Opportunities, Affirmative Action and Diversity are an integral part of the employment and advancement of all employees of the Department of Correction.
The Affirmative Action Unit developed and submitted, on a timely basis, the agency’s Affirmative Action Plan to the Commission on Human Rights and Opportunities and received approval of the Affirmative Action Plan in March 2006. The plan reinforces the Department’s commitment to having a diversified workforce with equal opportunity for all. During the fiscal year, the number of people of color in the workforce increased from 2,075 (32.0 percent) to 2,118 (32.4 percent). The number of female staff increased from 1,610 (24.8 percent) to 1,656 (25.3 percent).
This unit has continued its emphasis on training Department of Correction staff in the areas of Affirmative Action to include sexual harassment, discrimination and diversity. This training is provided to current staff, new employees and new supervisors. The Department has also continued its Diversity Initiative, which includes Diversity Councils at each facility. The Diversity Councils provides the opportunity for employees to share, value, appreciate, and respect staff diversity. They are also intended to foster open communication in addressing and affecting department policies, which bear upon diversity issues.
This unit is involved with the Commission on Human Rights and Opportunities, the Attorney General’s Office, the African-American Affairs Commission and the Permanent Commission on the Status of Women. The number of complaints filed are as follows – CHRO Formal went from 49 to 33, and the Affirmative Action Internal went from 73 to 75 complaints.