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[Corrections 2000: Policies for the Future] [loose]
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�O 2000 ft
POLICIES FOR THE FUTURE
MISSION AND POLICY STATEMENTS
DEVELOPED BY THE
CALIFORNIA CORRECTIONS POLICY DEVELOPMENT
PROJECT
�RESOLUTION #2-91
C a l i f o r n i a P r o b a t i o n , Parole and C o r r e c t i o n a l
Association
Annual Conference, San Jose, CA, June, 1991
BE I T RESOLVED THAT CPPCA, r e c o g n i z i n g t h e c o r r e l a t i o n between
l e a r n i n g d i s a b i l i t i e s and involvement i n t h e c r i m i n a l j u s t i c e
system, encourages i n d i v i d u a l c o r r e c t i o n a l workers and l o c a l
and s t a t e c o r r e c t i o n a l o r g a n i z a t i o n s t o work a c t i v e l y w i t h i n
t h e c r i m i n a l j u s t i c e system t o improve t h e h a n d l i n g o f cases
i n v o l v i n g those persons w i t h l e a r n i n g d i s a b i l i t i e s .
Be i t f u r t h e r r e s o l v e d t h a t CPPCA develop an ad hoc committee
on l e a r n i n c ; d i s a b i l i t i e s , w i t h t h e g o a l o f d e v e l o p i n g a p o l i c y
paper s u p p o r t i n g i n t e r v e n t i o n f o r t h e l e a r n i n g d i s a b l e d .
This
committee s h a l l c o n s i d e r a c t i v i t i e s i n c l u d i n g b u t n o t l i m i t e d
to the f o l l o w i n g :
1) C o o r d i n a t i o n o f e f f o r t s f o r t h e l e a r n i n g d i s a b l e d w i t h
i m p l e m e n t a t i o n o f Blue Ribbon Commission recommendations.
2) I n i t i a t e and support e f f o r t s t o expand 3TC courses t o i n c l u d e
more courses i n t h e f i e l d o f l e a r n i n g d i s a b i l i t i e s .
3) Develop c l a s s e s and/or workshops which w i l l be open t o
c r i m i n a l j u s t i c e personnel n o t i n c l u d e d i n STC t r a i n i n g ,
i n c l u d i n g a c t i v e e f f o r t s t o work c o o p e r a t i v e l y w i t h judges,
d i s t r i c t a t t o r n e y s , p u b l i c defenders, p r i v a t e lawyers, p o l i c e
departments, e t c .
4) work w i t h l e a r n i n g d i s a b l e d advocacy groups, w i t h e d u c a t o r s ,
n e u r o l o g i s t s , c h i n i c a l p s y c h o l o g i s t s t o develop a s c r e e n i n g
device a b l e t o be used by c o r r e c t i o n a l p e r s o n n e l when e v a l u a t i n g
cases.
5) Search f o r f u n d i n g sources t o develop p i l o t l e a r n i n g
d i s a b i l i t y programs w i t h i n t h e c r i m i n a l j u s t i c e system.
6) Promote a p o l i c y o f a l l o w i n g a l e a r n i n g d i s a b l e d c l i e n t t o
have a q u a l i f i e d advocate present when t h e d i s a b i l i t y i s i n
an area which keeps him from a d e q u a t e l y communicating w i t h
c o r r e c t i o n a l personnel and t a k i n g p a r t i n h i s own defense.
T h i s would be comparable t o p r o v i d i n g a s i g n e r f o r a deaf c l i e n t
or a reader f o r a b l i n d c l i e n t .
�CORRECTIONS 2000
Policies for the Future
by
The California Corrections Policy Development Project
Project Director
Susan Cohen
California Probation, Parole and Correctional
Association
MAY 1992
This project was supported by grant number 90P01GHK3 from the National
Institute of Corrections. U.S. Department of Justice. Points of view expressed in
this document are those of the authors and do not necessarily represent the
official position or policies of the U.S. Department of Justice.
�TABLE OF CONTENTS
Planning and Scope Committee and S t a f f
C a l l t o Action
•
•
•
•
•
i i
i i i
Mission and P o l i c y Statements: Summary
iv
I m p l i c a t i o n s f o r the Future: Recommendations
vi
Mission Statement f o r C a l i f o r n i a Corrections
1
P o l i c y Statement on Creating a Better
I n t e g r a t e d System
3
P o l i c y Statement on Balanced Funding
5
P o l i c y Statement on Sentencing
7
P o l i c y Statement on Punishment Options
9
P o l i c y Statement on Substance Abuse
11
P o l i c y Statement on Prevention
13
P o l i c y Statement on Victims
15
P o l i c y Statement on S t a f f i n g
17
P o l i c y Statement on Demographic Changes
19
Policy Statement on Educating the Public
21
A t t r i b u t e s of an E f f e c t i v e Correctional System:
Conclusions
23
Appendices
Current State of Corrections
i n California
S i g n i f i c a n t C o n t r i b u t i n g Factors
Purpose and Approach of the Policy Project
Project Advisory Group
I n i t i a l Focus Group
-i-
�CALIFORNIA CORRECTIONS POLICY DEVELOPMENT PROJECT
Planning and Scope Committee
Sue Cullen, Chair
Susan Blackwell
Paul Muntz, Past Chair
Jim Embree
Barry Nidorf
Robert Franklin
Raymond Ojeda
Thomas Gitchoff, Ph.D.
Kathy Richard
Don Hallstrom
C e c i l Steppe
P. Joseph Lenz
Margaret S t r i c k l i n
George McKinney
Ed Veit
Barbara Morandi
Arlyn Webster
Staff
Susan B. Cohen, Project Director
Robert M. Brown, J r . , Project Consultant
Caroline S. Oldham, Consultant
Sterling W. O'Ran I I I ,
Consultant
Kelly Heikila, Staff Support
K r i s t i n a Houchins, Staff Support
Cassandra Kearney, Staff Support
Patrick K. Moran, Staff Support
Thanks to the California Department of Corrections for the
extensive assistance i t has provided to the Corrections Policy
Development Project.
-11-
�CALL TO ACTION
The
guiding premise of the California Corrections
Policy
Development Project i s that corrections can function more
e f f e c t i v e l y than i t does now. What has emerged as the common
thread i s that, i f corrections i s to be more e f f e c t i v e , i t must
become a more integrated system.
Especially given the limited
resources but seemingly l i m i t l e s s demands facing correctional
e n t i t i e s , corrections must become more balanced, more cooperative
and more collaborative than i t i s today.
The
concepts which comprise CORRECTIONS 2000: POLICIES FOR THE
FUTURE describe what those concerned about corrections agree are
the primary principles of a true correctional system. Corrections
in C a l i f o r n i a does not now embody these principles. Instead i t i s
internally
competitive, divided,
duplicative,
r e s i s t a n t to
cooperation, out of balance.
Practitioners know that; so do
l e g i s l a t o r s and taxpayers and offenders; the problem has been
studied and defined and discussed for years.
Now i t i s time to do something about i t . Creating a correctional
system w i l l require the combined efforts of every correctional
agency, every administrator, manager, supervisor and s t a f f person
in every part of the corrections community, as well as the support
of people i n a host of d i s c i p l i n e s related to corrections.
The
task i s daunting, but i t must be undertaken.
CORRECTIONS 2000: POLICIES FOR THE FUTURE i s a c a l l
to action!
CORRECTIONS 2000 provides the framework.
Now agencies and
individuals around the state must take up the challenge and turn
these p o l i c i e s into action.
No one can mandate or l e g i s l a t e a
correctional system into being; i t has to be made, step by step and
piece by piece. And i t i s individuals i n and around correctional
agencies who must exert the leadership to begin.
-in-
�SUMMARY
MISSION AND POLICY STATEMENTS
MISSION
THE MISSION OF CALIFORNIA CORRECTIONS I S TO PROTECT THE
COMMUNITY; SUPPORT THE RIGHTS OF VICTIMS; ENFORCE COURT
ORDERED SANCTIONS; AND ASSIST OFFENDERS TO CHANGE.
CREATING A BETTER INTEGRATED SYSTEM
THE EFFECTIVE PROVISION OF CORRECTIONAL SERVICES REQUIRES
AN INTEGRATED, BALANCED SYSTEM OF ADULT AND JUVENILE,
STATE AND LOCAL ACTIVITIES AND PROGRAMS WITH A COMMON
MISSION, SHARED VISION AND VALUES, AND
MUTUALLY
UNDERSTOOD ROLES AND RESPONSIBILITIES.
BALANCED FUNDING
ADEQUATE FISCAL RESOURCES ARE ESSENTIAL FOR AN EFFECTIVE
CORRECTIONAL SYSTEM. RESOURCES FOR CORRECTIONAL PROGRAMS
AND SERVICES SHALL BE ALLOCATED IN A MANNER WHICH I S
COST-EFFECTIVE WHILE CONSIDERING BOTH PUBLIC SAFETY AND
OFFENDER NEEDS.
SENTENCING
CALIFORNIA
SENTENCING
LAWS MUST
BE
CONSISTENT,
UNDERSTANDABLE AND APPROPRIATE TO THE CRIME AND THE
OFFENDER.
PUNISHMENT OPTIONS
PUBLIC SAFETY SHALL BE ENHANCED, AND GREATER COST
EFFECTIVENESS ACHIEVED, THROUGH USE OF A FULL RANGE OF
TIMELY AND APPROPRIATE PUNISHMENT OPTIONS WHICH HOLD
OFFENDERS ACCOUNTABLE.
SUBSTANCE ABUSE
CORRECTIONS MUST BE AN ACTIVE PARTNER AND A STRONG
ADVOCATE I N THE COORDINATING, FUNDING, PLANNING AND
IMPLEMENTING OF SUBSTANCE ABUSE SERVICES.
-iv-
�PREVENTION
THE PREVENTION OF CRIME AND DELINQUENCY IS AN APPROPRIATE
CONCERN OF CORRECTIONS. CORRECTIONS MUST BE A PARTNER
WITH OTHER PUBLIC AND PRIVATE AGENCIES I N THE CREATION,
DELIVERY AND/OR SUPPORT OF PREVENTION PROGRAMS AND
SERVICES.
VICTIMS
CORRECTIONS STRONGLY SUPPORTS THE RIGHTS OF CRIME
VICTIMS, THE DEVELOPMENT OF VICTIMS SERVICES AND THE
PROVISION OF OPPORTUNITIES FOR VICTIMS TO ACTIVELY
PARTICIPATE I N CORRECTIONAL PROCESSES.
STAFFING
THE SUCCESSFUL DELIVERY OF CORRECTIONAL SERVICES I N
CALIFORNIA DEPENDS ON THE HIRING AND RETENTION OF A
DEDICATED, EDUCATED, TRAINED AND CAPABLE WORK FORCE.
DEMOGRAPHIC CHANGES
THE EFFECTIVE OPERATION OF CORRECTIONS REQUIRES AN
AWARENESS AND UNDERSTANDING OF, AND RESPONSIVENESS TO,
THE DEMOGRAPHICS OF CALIFORNIA'S EVOLVING GENERAL AND
OFFENDER POPULATIONS.
EDUCATING THE PUBLIC
EVERY CORRECTIONS AGENCY IN CALIFORNIA MUST DEVELOP AND
IMPLEMENT STRATEGIES TO EDUCATE THE PUBLIC ABOUT
CORRECTIONAL ISSUES.
-v-
�IMPLICATIONS FOR THE FUTURE: RECOMMENDATIONS
I n order t o implement these p o l i c i e s and work toward an e f f e c t i v e
correctional
system,
the
Policy
Project
recommends t h a t
c o r r e c t i o n a l agencies and decision makers begin a t once t o i n i t i a t e
the f o l l o w i n g a c t i v i t i e s .
I.
Create a Corrections Coordinating Council;
The P o l i c y P r o j e c t recommends the establishment of an
e n t i t y , described as a corrections c o o r d i n a t i n g c o u n c i l ,
t o which a l l c o r r e c t i o n a l agencies can
look f o r
i n f o r m a t i o n and assistance. Such a body should have as
i t s focus maximizing c o r r e c t i o n a l resources w h i l e h e l p i n g
t o streamline service d e l i v e r y , reduce d u p l i c a t i o n ,
e l i m i n a t e overlap and enhance cooperative i n t e r a c t i o n s .
I t must be a supportive and consensus based e n t i t y , not
a r e g u l a t o r y or oversight agency, and i t must provide
a c t i v e p o l i t i c a l leadership i n s e t t i n g c o r r e c t i o n a l
p o l i c y . I n l i g h t of the i n t e r - r e l a t e d n e s s of s t a t e and
local
c o r r e c t i o n s and
the
overlap
of
offender
populations, the c o u n c i l must develop s t r a t e g i e s f o r
inmate population management, f a c i l i t y c o n s t r u c t i o n and
funding and c o n t i n u i t y of program e f f o r t s . The e x i s t i n g
C a l i f o r n i a Corrections Executives Council (CCEC) or the
Board of Corrections could serve as the c o o r d i n a t i n g
c o u n c i l ; i t i s less important t h a t a new e n t i t y be
created than t h a t the coordinating and communications
functions occur.
II.
Study Correctional Services Delivery Systems:
C a l i f o r n i a has a need t o f u l l y study c o r r e c t i o n s service
d e l i v e r y systems other than the current one i n which both
s t a t e and l o c a l j u r i s d i c t i o n s have r e s p o n s i b i l i t y f o r
operating a d u l t and j u v e n i l e i n s t i t u t i o n s and f i e l d
services. I n order t o ensure t h a t we are operating under
the most e f f i c i e n t and cost e f f e c t i v e model possible,
C a l i f o r n i a must undertake a comprehensive study of the
merits of a v a r i e t y of system s t r u c t u r e s and/or designs,
i n c l u d i n g but not l i m i t e d t o :
*
counties having sole r e s p o n s i b i l i t y
f o r a l l of c o r r e c t i o n s ;
*
the s t a t e having sole r e s p o n s i b i l i t y
f o r a l l of c o r r e c t i o n s ;
-vi-
�*
the s t a t e being responsible f o r
i n s t i t u t i o n s (prisons, j a i l s and
j u v e n i l e f a c i l i t i e s ) and counties
having
responsibility
for f i e l d
services and supervision (probation
and parole) or v i c e versa;
*
other combinations
or v a r i a t i o n s
which might emerge as p o s s i b i l i t i e s .
C r i t e r i a by which service d e l i v e r y systems should be
evaluated include i n t e r j u r i s d i c t i o n a l r e l a t i o n s h i p s , cost
e f f i c i e n c y , ease of implementation, lack of redundancy,
a b i l i t y t o i n t e r f a c e w i t h other service providers ( i . e .
substance abuse, mental h e a l t h , education, etc.) and
a b i l i t y t o cover a f u l l range of punishment options and
address p o l i c y issues described i n t h i s document.
The necessary study must be conducted by an o b j e c t i v e ,
nonpartisan body and must be premised on systemwide
b e n e f i t , not on the aggrandizement of one p a r t of the
c o r r e c t i o n s continuum a t the expense of other p a r t s .
Community based service providers and e n t i t i e s which
support c o r r e c t i o n s such as substance abuse treatment
p r o v i d e r s , the education community, h e a l t h and mental
h e a l t h agencies, must be considered i n the c o n s t r u c t .
I I I . Seek Balanced Fundingt
Corrections cannot f u n c t i o n without d o l l a r s and w i l l not
be a r e a l system without balanced, s t a b l e funding f o r a l l
i t s elements. I n order f o r l i m i t e d resources t o be used
most e f f e c t i v e l y , the c o r r e c t i o n s community must f i n d
ways t o achieve b e t t e r balance between s t a t e and l o c a l
correctional
allocations
and
expenditures.
The
c o o r d i n a t i n g c o u n c i l , CCC or the Board of Corrections
must have ongoing r e s p o n s i b i l i t y f o r
facilitating
comprehensive, u n i f i e d planning f o r more balanced use of
e x i s t i n g and/or p o t e n t i a l resources.
IV.
Study Adult and Juvenile Sentencing Structures:
C a l i f o r n i a ' s sentencing laws are complex, confusing,
cumbersome and unwieldy.
While they have been the
subject of much debate, they haven't been thoroughly
examined i n decades. An o b j e c t i v e body must conduct a
comprehensive study of C a l i f o r n i a ' s a d u l t and j u v e n i l e
sentencing laws and determine whether a less complex,
more workable system might e x i s t .
Such a study must
consider
sentencing
grids,
sentencing g u i d e l i n e s ,
sentencing commissions and other sentencing s t r u c t u r e s
which have been used elsewhere t o see i f any one or a
combination of these might prove v i a b l e i n C a l i f o r n i a .
-vii-
�V.
I n i t i a t e Coordinated Substance Abuse strategy;
I t w i l l take a major, progressive, coordinated i n i t i a t i v e
t o overcome substance abuse and thereby the crime and
c o r r e c t i o n a l overloading which i s attendant on the use of
i l l e g a l substances.
Correctional agencies must be
partners i n such an e f f o r t .
At the very l e a s t , a l l
c o r r e c t i o n a l administrators must take p a r t i n the c u r r e n t
Substance Abuse Master Plan t o ensure t h a t the plan f u l l y
incorporates the concerns of corrections, education and
other important program elements.
Counties' and the
State's master plans must address the service populations
of a d u l t and
j u v e n i l e probationers, parolees
and
offenders i n i n s t i t u t i o n s . There w i l l be no money f o r
substance abuse programs f o r agencies which have not
p a r t i c i p a t e d i n the master planning process; c l e a r l y
c o r r e c t i o n a l administrators must ensure t h a t c o r r e c t i o n s '
huge and needy 'captive' substance abusing populations
are considered i n the Substance Abuse Master Plan as w e l l
as
in
the
resulting
allocation
of
resources.
A d d i t i o n a l l y , corrections agencies must address substance
abuse d e t e c t i o n , treatment, education and prevention i n
t h e i r i n t e r n a l planning, program design and resource
a l l o c a t i o n as w e l l .
VI.
Develop P o l i t i c a l Leadership Through Public Education:
Corrections i s the people's business; c o r r e c t i o n s i s
political.
Implementing sound c o r r e c t i o n a l p o l i c y
reguires p o l i t i c a l leadership.
I n the absence of
p o l i t i c a l leadership, nothing meaningful w i l l change. To
f o s t e r a p o l i t i c a l environment conducive t o sound
c o r r e c t i o n a l p o l i c y , there must be an informed p u b l i c .
The d i r e c t i o n s contained i n these p o l i c i e s w i l l not be
a c t u a l i z e d — n o r w i l l any of the other good ideas people
have about how b e t t e r t o provide c o r r e c t i o n a l s e r v i c e s —
unless there i s a p o l i t i c a l context f o r reasonable r i s k
t a k i n g and r e a l change.
The impetus has t o come from c o r r e c t i o n a l p r a c t i t i o n e r s
themselves, from the people who know the problems, know
the s o l u t i o n s , do the r e a l work. Before we can expect a
groundswell of informed public or p o l i t i c a l support f o r
change i n c o r r e c t i o n s , those i n corrections must carry
the message t h a t change i s needed; they must t e l l what
corrections can and can't do and what i t could do b e t t e r
under what circumstances. Public p o l i c y requires p u b l i c
involvement and r e a l i s t i c c o r r e c t i o n a l p o l i c y requires
correctional
personnel
at
a l l levels
to
take
r e s p o n s i b i l i t y f o r creating a more informed p u b l i c ,
supportive of p o s i t i v e change. Each person who works i n
corrections must consider public education an e s s e n t i a l
p a r t of the job and undertake public education as
aggressively and p r o f e s s i o n a l l y as every other aspect of
the work.
-viii-
�M I S S I O N STATEMENT
The mission of California corrections is to protect the community;
support the rights of victims; enforce court ordered sanctions; and
assist offenders to change.
This mission statement, developed i n the consensus-building process
c e n t r a l t o t h e C a l i f o r n i a Corrections Policy Development P r o j e c t ,
a r t i c u l a t e s values and p r i n c i p l e s necessary t o guide c o r r e c t i o n a l
p r a c t i c e . The mission statement provides focus and d i r e c t i o n f o r
the many elements and agencies i n C a l i f o r n i a ' s complex c o r r e c t i o n a l
system, i s i n c l u s i v e of a l l those elements and i s p r a c t i c a l as w e l l
as v i s i o n a r y .
The mission statement underscores c o r r e c t i o n s ' commitment t o
p o s i t i v e change. Corrections seeks t o enhance p u b l i c s a f e t y , not
only by punishing, but also by encouraging offenders t o become
responsible, law abiding members of the community, accountable f o r
t h e i r behavior. A d d i t i o n a l l y the corrections community s t r i v e s t o
enhance i t s own effectiveness and a c c o u n t a b i l i t y by improving
s e r v i c e d e l i v e r y , brokering services, encouraging
research,
developing partnerships, designing models and i n i t i a t i n g innovative
s t r a t e g i e s f o r f u l f i l l i n g the many parts of i t s comprehensive
mandate.
Corrections i s a c o l l a b o r a t i v e e f f o r t encompassing stakeholders i n
both t h e p u b l i c and p r i v a t e sectors.
Corrections involves the
business, education, r e l i g i o u s , h e a l t h , mental h e a l t h and s o c i a l
s e r v i c e communities as w e l l as t h e courts, p o l i c e and s h e r i f f s ,
p r o b a t i o n , parole, detention and program services. This mission
statement r e l a t e s t o and i s r e f l e c t i v e of a l l those who are a p a r t
of c o r r e c t i o n s .
I t incorporates the crime prevention, e a r l y
i n t e r v e n t i o n , screening, c l a s s i f i c a t i o n , detention, i n c a r c e r a t i o n ,
s u p e r v i s i o n , treatment and programing afforded by a l l those who
serve the court and undertake the supervision of a d u l t and j u v e n i l e
offenders i n i n s t i t u t i o n s and i n t h e community.
This mission statement and the p o l i c i e s which f o l l o w are exemplary
of t h e c o r r e c t i o n s community's energy, c r e a t i v i t y and commitment.
They are a pioneering e f f o r t t o help design a r e a l i s t i c ,
c o l l a b o r a t i v e f u t u r e f o r corrections i n C a l i f o r n i a .
�P O L I C Y STATEMENT ON CREATING
A B E T T E R INTEGRATED SYSTEM
Aj^
The effective provision of correctional services requires an
integrated, balanced system of adult and juvenile, state and local
activities and programs with a common mission, shared vision
and values, and mutually understood roles and responsibilities.
Although progress has been made toward e f f e c t i v e l y c r e a t i n g a
continuum of c o r r e c t i o n a l services, s t a t e and l o c a l c o r r e c t i o n s
agencies need s t i l l b e t t e r coordination i n terms of most
e f f i c i e n t l y using a v a i l a b l e j u v e n i l e i n s t i t u t i o n , p r i s o n and j a i l
space and programs. S i m i l a r l y , more standardized and i n t e g r a t e d
p o l i c i e s and p r a c t i c e s w i l l help avoid adverse e f f e c t s of one p a r t
of the system upon another. State and l o c a l c o r r e c t i o n s must a c t ,
and be able t o be viewed, as a system i n p r o v i d i n g f o r the p u b l i c
safety.
Given the inmate, ward and offender population increases s t a t e and
l o c a l c o r r e c t i o n s agencies are experiencing, a v a i l a b l e beds and
programs must be used f o r the most appropriate offenders. Better
c o o r d i n a t i o n , problem analysis and resource u t i l i z a t i o n w i l l help
t o maximize o v e r a l l c o r r e c t i o n a l capacity. Facing unprecedented
f i s c a l and budgetary c r i s e s , the C a l i f o r n i a c o r r e c t i o n s community
needs a systemwide resource management s t r a t e g y , as w e l l as
i n t e g r a t e d plans f o r managing probation, j u v e n i l e i n s t i t u t i o n s ,
j a i l , p r i s o n and parole populations.
Corrections p r a c t i t i o n e r s must continue t o work toward a consensus
d e f i n i t i o n of community c o r r e c t i o n s and commonly agreed upon goals,
o b j e c t i v e s , funding and outcomes f o r a statewide community
corrections strategy.
A comprehensive community c o r r e c t i o n s
approach w i l l go a long way towards e s t a b l i s h i n g more balanced
funding and service d e l i v e r y and i s necessary f o r a r e a l
c o r r e c t i o n a l system t o evolve.
Further, there are a number of areas i n which c o r r e c t i o n s '
i n t e r e s t s and those of the education, h e a l t h , mental h e a l t h ,
treatment and r e l i g i o u s communities overlap. Corrections agencies
must strengthen r e l a t i o n s h i p s w i t h these communities so t h a t
everyone i s working together and e f f o r t s expended i n areas of
mutual i n t e r e s t are supportive r a t h e r than competitive or
�duplicative. Given the desperate f i s c a l l i m i t a t i o n s agencies w i l l
have to deal with for the foreseeable future, i t i s c r u c i a l that
service providers develop mutually beneficial partnerships wherever
possible and make use of whatever resources, programs and service
are available to augment their own.
For these reasons, and because cooperative interaction i s the
strategy most l i k e l y to be successful, The Policy Project
recommends the establishment of a corrections coordinating council
to which a l l correctional agencies can look for information and
assistance.
Such a body should have as i t s focus maximizing
correctional resources while helping to streamline service
delivery, reduce duplication, eliminate overlap and enhance
cooperative interactions. I t must be a supportive and consensus
based entity, not a regulatory or oversight agency, and i t must
provide active p o l i t i c a l leadership in setting correctional policy.
The existing California Corrections Executive Council (CCEC) or
the Board of Corrections could well be charged with t h i s
responsibility.
�P O L I C Y STATEMENT ON
BALANCED FUNDING
Ate
Adequate fiscal resources are essential for an effective
correctional system. Resources for correctional programs and
services shall be allocated in a manner which is cost-effective
whUe considering both public safety and offender needs.
Most c r u c i a l t o the continued success and expansion of C a l i f o r n i a
c o r r e c t i o n s i s adequate funding. Without adequate revenue, e d i c t s
for increased p e n a l t i e s and expanded sanctions are simply r h e t o r i c .
Local c o r r e c t i o n s agencies have s u f f e r e d from post-Proposition 13
l i m i t a t i o n s on counties' a b i l i t y t o generate revenue. County
general purpose revenues grew only 58 percent between FY 1984-85
and FY 1989-90 w h i l e p u b l i c p r o t e c t i o n expenditures f o r c o r r e c t i o n s
and d e t e n t i o n rose by 67 percent. Populations have increased
d r a m a t i c a l l y and new a d u l t and j u v e n i l e c o r r e c t i o n a l f a c i l i t i e s
have had t o be constructed t o meet the demands of t h a t growth.
Probation, the most u t i l i z e d form of c o r r e c t i o n s , has s u f f e r e d the
greatest reductions and/or the most minimal increases of a l l
elements of the c r i m i n a l j u s t i c e and c o r r e c t i o n s communities.
While the offender population has grown astronomically i n the l a s t
decade, and s h e r i f f s ' departments, the C a l i f o r n i a Department of
Corrections and the Department of the Youth A u t h o r i t y have grown i n
an e f f o r t t o meet the demand f o r t h e i r services, probation has
experienced zero growth i n s t a f f . Dealing w i t h f u l l y t w o - t h i r d s of
the sentenced offender population, probation operates w i t h less
than o n e - f i f t h of the t o t a l amount of c o r r e c t i o n a l funding. While
the number of sentences of probation or probation w i t h j a i l account
for over 74 percent of a l l felony d i s p o s i t i o n s statewide, the
operating costs f o r probation i n 1990 were roughly $353 m i l l i o n out
of t o t a l l o c a l c o r r e c t i o n s expenditures of over $1.5 b i l l i o n .
In order f o r c o r r e c t i o n s t o f u n c t i o n as a system, adequate funding
must accompany a l l mandates f o r increased a c c o u n t a b i l i t y through
c o r r e c t i o n a l measures.
Any f u t u r e funding f o r j a i l or p r i s o n
c o n s t r u c t i o n or enhancing law enforcement e f f o r t s must i d e n t i f y the
systemwide costs such actions generate, i n c l u d i n g probation and
parole costs.
Funding must be a l l o c a t e d t o a l l p a r t s of the
c r i m i n a l j u s t i c e system a f f e c t e d by increases t o any one p a r t .
�Funding must be d i r e c t l y linked to new or expanded e f f o r t s in the
areas of prevention, substance abuse intervention, supervision,
community corrections and construction, and funding must be
provided for the implementation of well-founded p i l o t programs.
Corrections practitioners have an obligation to help policy makers
and the public understand the need to allocate s u f f i c i e n t d o l l a r s
to both state and local corrections and to explore additional
methods of raising funds to support correctional a c t i v i t i e s .
Special taxes, dedicated taxes, fees for service and aggressive
c o l l e c t i o n of r e a l i s t i c criminal fines are among revenue generating
approaches which might be expanded.
�POLICY STATEMENT ON
SENTENCING
£te
California sentencing laws must be consistent, understandable
and appropriate to the crime and the offender.
California's sentencing structure i s the r e s u l t of a proliferation
of sentencing laws i n response to a public demand for s t i f f e r
penalties for crime.
Current sentencing laws have a piecemeal
quality.
Changes and amendments over the years have l e f t the
statutes complex, confusing and d i f f i c u l t to manage. Although the
sentencing structure i s comparatively i n f l e x i b l e , there are s t i l l
s i g n i f i c a n t differences between adult and juvenile sentences and i n
sentencing practices from one county to the next.
While sentencing per se i s not a corrections issue, the impact of
sentencing s i g n i f i c a n t l y affects corrections. Sentencing i s a key
factor driving corrections populations.
Sentencing delays have become an issue. The length of time between
the commission of a crime and delivery of the sentence for that
crime has become so long that the nexus between the crime and i t s
punishment i s l o s t on the offender.
Even with juveniles the connection between a crime and i t s
punishment i s shaky. The court process i s lengthy and, given the
current crowding of juvenile h a l l s , departments are less l i k e l y to
be able to provide programming for young offenders while they wait
for disposition,
thus an opportunity for early,
positive
intervention i s l o s t .
California's sentencing laws have not been comprehensively studied
in decades, i f ever. An objective body must thoroughly examine
sentencing laws for adults and juveniles and compare California's
approach with structures and practices i n other states and i n the
federal system.
I f there i s a less complex, more workable
sentencing design which might be implemented i n the state, i t i s
incumbent on corrections professionals to encourage finding i t .
This analysis of sentencing structures must include review of the
comparative benefits of determinate, indeterminate and presumptive
sentencing as well as of sentencing commissions, sentencing grids
�and sentencing guidelines.
I t must also consider whether a
sentencing design appropriate for adult offenders i s suitable for
the juvenile court as well or i f a separate, different sentencing
structure continues to be necessary for juveniles.
�P O L I C Y STATEMENT ON
PUNISHMENT OPTIONS
Ate,
Public safety shall be enhanced, and greater cost effectiveness
achieved, through use of a full range of timely and appropriate
punishment options which hold offenders accountable.
A f u l l range o f punishment options needs t o be used t o hold a d u l t
and j u v e n i l e offenders accountable while p r o t e c t i n g p u b l i c s a f e t y .
I t i s c l e a r t h a t C a l i f o r n i a cannot construct enough j u v e n i l e
f a c i l i t i e s , j a i l s and prisons f a s t enough t o meet t h e p r o j e c t e d
needs should the system continue t o r e l y h e a v i l y on i n c a r c e r a t i o n .
Use o f a f u l l range o f appropriate punishment options w i l l help
reduce i n s t i t u t i o n a l overcrowding as i t provides balance w i t h i n the
system and enhances cost e f f e c t i v e p u b l i c s a f e t y .
I n a d d i t i o n t o crime and a r r e s t r a t e s , which a f f e c t the s i z e of the
incarcerated p o p u l a t i o n , there are p o l i c y and l e g i s l a t i v e f a c t o r s
which also have a d i r e c t impact on the number o f i n d i v i d u a l s under
correctional control.
Among these i s t h e 'get tough' a t t i t u d e
l e g i s l a t o r s , judges, law enforcement personnel and others e x h i b i t
i n d i v i d u a l l y and c o l l e c t i v e l y toward crime and i t s p e r p e t r a t o r s .
This a t t i t u d e and t h e actions r e s u l t i n g from i t have c o n t r i b u t e d
t o , among other t h i n g s : tougher laws; more probation and parole
v i o l a t o r s going t o p r i s o n ; mandatory j a i l and p r i s o n sentences f o r
offenses formerly under the j u d i c i a r y ' s d i s c r e t i o n ; increased
remanding of y o u t h f u l offenders t o a d u l t c o u r t ; and approval o f
funds f o r t h e c o n s t r u c t i o n and operation o f prisons, j a i l s and
juvenile f a c i l i t i e s .
However, ' g e t t i n g tough' has also meant t h a t not enough energy has
gone toward, or enough a t t e n t i o n has been paid t o , f u l l y using a
wide range o f p o t e n t i a l punishment options. I f c o r r e c t i o n s i s t o
r e a l l y be tough i t w i l l increase i t s arsenal o f sanctions t o
include those designed not only t o punish but also t o fundamentally
challenge the offender toward p o s i t i v e , law abiding behavior.
Intermediate sanctions—punishment options between i n c a r c e r a t i o n
and
traditional
probation—are often
aggressive,
coercive
i n t e r v e n t i o n s more p u n i t i v e than the comfortable r o u t i n e o f
i n s t i t u t i o n l i f e or t h e r e l a t i v e ease o f i n f r e q u e n t f i e l d
supervision. E l e c t r o n i c monitoring, work programs, home d e t e n t i o n .
�community service and other intermediate sanctions impose
significant
limitations
on
the
offender's
liberty
while
simultaneously demonstrating the values of s o c i a l l y acceptable
behavior. I f adequately funded to provide both the supervision and
treatment necessary to modify offending behavior, intermediate
sanctions have been shown to be very effective in promoting public
safety in both the short and the long run.
More f u l l y using a range of punishment options w i l l help to restore
balance to California's correctional response. Many intermediate
sanctions
and/or
punishment
options,
including intensive
supervision with and without electronic monitoring, community
service, work furlough, other work programs, r e s t i t u t i o n centers
and more are currently in place and can be replicated r e l a t i v e l y
e a s i l y . Correctional agencies need to communicate with one another
about these programs, evaluate various e f f o r t s ' strengths and
weaknesses and suggest ways to implement the right program for the
right offender populations.
Tailoring punishments to f i t the
offender as well as the crime i s another feature of balance and has
the further value of supporting both public safety and cost
effectiveness.
In addition to what are currently thought of as punishment options,
corrections
practitioners
might
also
consider additional
p o s s i b i l i t i e s such as preadjudicatory diversion, sentencing
alternatives, custodial and programming options for special needs
populations (e.g., the mentally i l l , older offenders, e t c . ) ,
various kinds of i n s t i t u t i o n a l l y based programs and probation and
parole case management options.
By bringing a host of
p o s s i b i l i t i e s to the table for discussion, practitioners w i l l find
viable and creative ways to manage correctional populations and
protect California's communities.
10
�P O L I C Y STATEMENT ON
SUBSTANCE ABUSE
Ate
Corrections must be an active partner and a strong advocate in
the coordinating, funding, planning and implementing of substance
abuse services.
Substance abuse i s so compelling and so pervasive a problem t h a t i t
i s mentioned i n every survey, every forum, every a r t i c l e r e l a t e d t o
c o r r e c t i o n a l issues. I n c l u s i o n of t h i s p o l i c y on substance abuse
does not discount the influence on and importance t o c o r r e c t i o n s of
gang a c t i v i t y , domestic violence, c h i l d and sexual abuse and other
s o c i a l problems.
Indeed the corrections community i s and must
continue t o be a c t i v e l y involved i n responding t o these problems as
w e l l as t o substance abuse.
However, substance abuse maintains a unique p o s i t i o n among
c o r r e c t i o n a l concerns.
Adult and j u v e n i l e offenders who abuse
drugs and alcohol comprise a t l e a s t 80 percent of those i n
c o r r e c t i o n a l i n s t i t u t i o n s and/or under c o r r e c t i o n a l supervision.
Alcohol and drugs have f i l l e d our j a i l s and prisons. Studies show
t h a t the vast m a j o r i t y of both adults and j u v e n i l e s arrested f o r
any crime, whether alcohol/drug r e l a t e d or not, t e s t p o s i t i v e f o r
i l l e g a l substances a t the time of t h e i r a r r e s t .
Although drug and alcohol abusers are the s i n g l e l a r g e s t d r a i n on
c o r r e c t i o n a l resources statewide, they are also a s e r i o u s l y
underserved population.
They have d i s p r o p o r t i o n a t e h e a l t h and
mental h e a l t h needs and present an unparalleled challenge i n terms
of r e e n t r y programming and supervision i n the community. With
these f a c t s i n evidence, c o r r e c t i o n s must respond aggressively t o
the problem of substance abuse.
State and l o c a l , youth and a d u l t c o r r e c t i o n a l agencies must j o i n
w i t h other e n t i t i e s involved i n substance abuse treatment and
prevention t o help reduce drug and alcohol abuse. Cooperation and
c o o r d i n a t i o n among a l l elements of the law enforcement, c r i m i n a l
j u s t i c e , c o r r e c t i o n s , education, drug treatment and mental health
communities w i l l be e f f e c t i v e i n e s t a b l i s h i n g s t r a t e g i e s t o
diminish the frequency of substance abuse and r e l a t e d c r i m i n a l i t y .
Because education i s key i n the reduction of substance abuse,
c o r r e c t i o n s must i n i t i a t e educational programs, use court and
11
�public school programs and enter into other partnerships to teach
offenders not only the dangers of substance abuse but also the
s k i l l s necessary to achieve and maintain l i f e s t y l e s free of drugs
and alcohol.
Current research shows coercive or enforced treatment programs, as
distinguished from those which an offender might chose to enter,
can also be effective in changing substance abusing behavior.
Corrections agencies need no longer be bound by the concept that
treatment works only when an individual e l e c t s to be treated.
There i s considerable evidence that treatment programs required as
part of the i n s t i t u t i o n a l or supervision regimen are effective in
reducing drug and alcohol use and abuse even after release.
12
�POLICY STATEMENT ON
PREVENTION
Ate
The prevention of crime and delinquency is an appropriate
concern of corrections. Corrections must be a partner with other
public and private agencies in the creation, delivery and/or
support of prevention programs and services.
Prevention, defined as the r e d u c t i o n or e l i m i n a t i o n of the
i n c l i n a t i o n t o commit crime, may provide the greatest hope f o r
stemming the growing t i d e of crime i n C a l i f o r n i a . Most offenders
come before the c r i m i n a l j u s t i c e system d e f i c i e n t i n education,
v o c a t i o n a l s k i l l s , emotional and p h y s i c a l h e a l t h or other areas of
personal development. They are o f t e n u n w i l l i n g or unable t o assume
personal r e s p o n s i b i l i t y f o r t h e i r a c t i o n s . Family v i o l e n c e , c h i l d
abuse and spousal abuse continue t o wear t h i n the fundamental
foundations of f a m i l y values t h a t o f t e n serve t o a s s i s t c h i l d r e n i n
developing
s e l f esteem.
Substance abuse and
dependence,
a f f i l i a t i o n w i t h gangs and hopelessness continue t o play major
r o l e s i n c o n t r i b u t i n g t o c r i m i n a l behavior. P a r t i c u l a r a t t e n t i o n
must be paid t o o f f e r i n g v i a b l e a l t e r n a t i v e s t o drug and alcohol
abuse, gang a c t i v i t y , domestic violence and d y s f u n c t i o n a l
environments.
Prevention e f f o r t s remain the primary resource t o
p o s i t i v e l y impact i n d i v i d u a l s who might otherwise become involved,
or more deeply involved, i n the c r i m i n a l j u s t i c e system.
Prevention e f f o r t s presently i n existence are administered through
p r i v a t e organizations as w e l l as through s t a t e and county and c i t y
agencies. Without these prevention e f f o r t s , the c r i m i n a l j u s t i c e
system would surely s u f f e r even greater caseloads and volumes of
work than i t has now.
However, even though there i s general,
longstanding acknowledgement of the need f o r and e f f e c t i v e n e s s of
prevention, funding of prevention programs has been n o t o r i o u s l y
inadequate.
The C a l i f o r n i a Youth A u t h o r i t y and probation
departments, by way of example, have l e g i s l a t i v e mandates expressed
i n the Welfare and I n s t i t u t i o n s Code t o provide prevention
programming.
Lack of funding and the p r o l i f e r a t i o n of other
mandates have kept these agencies from f u l l y pursuing t h e i r
prevention r e s p o n s i b i l i t i e s , j u s t as i n s u f f i c i e n t resources have
kept other programs from r e a l i z i n g t h e i r p o t e n t i a l t o prevent crime
13
�and delinquency.
The lack of funding for prevention may be
d i r e c t l y tied to increases i n the offender population.
Helping individuals achieve positive personal values, feelings of
s e l f worth and s e l f esteem and a s o c i a l support system i s c r u c i a l
to preventing crime. Often programs need to regenerate or replace
old fashioned family values, because there i s no other source for
those values i n an individual's experience. Communities across
C a l i f o r n i a must stress early intervention through juvenile j u s t i c e
and delinquency prevention programs in neighborhoods and i n
schools; such programs have to be able to reach more youth much
faster and much sooner.
Comprehensive prevention efforts,
including at a minimum educational instruction, physical and mental
health care, vocational training, parenting s k i l l s , values
c l a r i f i c a t i o n , substance abuse treatment and esteem building, must
be available i n every part of our state to every person who might
need them.
Public and private agencies must infuse funding and support into
prevention efforts. When funds are effectively spent on prevention
of crime, public safety i s enhanced and prison, j a i l , juvenile
f a c i l i t y and probation populations are reduced.
California
communities must unite i n efforts to develop comprehensive
prevention i n i t i a t i v e s and to generate adequate funding for
prevention. Corrections practitioners, who work with offenders and
know the price communities pay for not preventing crime before i t
happens, can provide leadership in t h i s regard i n the neighborhoods
and communities i n which they l i v e and work.
14
�P O L I C Y STATEMENT ON
VICTIMS
^
Corrections strongly supports the rights of crime victims, the
development of victims services and the provision of opportunities
for victims to actively participate in correctional processes.
Corrections p r a c t i t i o n e r s subscribe t o the p r i n c i p l e s t h a t v i c t i m s
of crime have t h e r i g h t t o be t r e a t e d w i t h respect and compassion,
t o be informed about and involved i n t h e c r i m i n a l j u s t i c e process
as i t a f f e c t s t h e i r l i v e s , t o be protected from harm and
i n t i m i d a t i o n and t o be provided necessary f i n a n c i a l and support
services t h a t attempt t o restore them t o t h e i r p o s i t i o n s before t h e
crimes were committed. The c o r r e c t i o n s community shares w i t h many
other agencies the r e s p o n s i b i l i t y f o r p r o v i d i n g services t o v i c t i m s
of crime.
Corrections
supports
programs i n which offenders
provide
r e s t i t u t i o n t o v i c t i m s and compensation and service t o t h e
community, n o t only because such programs give t a n g i b l e help t o
v i c t i m s , but also because they help t o hold offenders accountable
f o r t h e i r crimes.
Some c o r r e c t i o n a l e n t i t i e s operate v i c t i m
assistance programs and a l l need t o be r e c e p t i v e t o program ideas
f o r v i c t i m assistance and w i l l i n g t o develop as w e l l as p a r t i c i p a t e
i n such programs.
C o r r e c t i o n a l agencies must seek, as much as possible, t o include
v i c t i m s i n c o r r e c t i o n a l processes such as parole hearings, release
hearings, d i s p o s i t i o n a l hearings and t h e l i k e .
I n addition t o
helping v i c t i m s deal w i t h the e f f e c t s o f t h e i r v i c t i m i z a t i o n , such
involvement may also help v i c t i m s b e t t e r understand, and have more
r e a l i s t i c expectations f o r , c o r r e c t i o n s . Everyone stands t o gain
i f crime v i c t i m s and v i c t i m s service providers outside c o r r e c t i o n s
get basic i n f o r m a t i o n about how the system works and how decisions
i n v o l v i n g offenders are made.
Working i n a c o r r e c t i o n a l agency does not make s t a f f immune t o
fear, trauma and damage r e s u l t i n g from on-the-job i n c i d e n t s .
Correctional agencies have a r e s p o n s i b i l i t y t o encourage s t a f f t o
p a r t i c i p a t e i n programs and services designed t o deal w i t h
v i c t i m i z a t i o n when they have been exposed t o traumatic i n c i d e n t s ,
on or o f f t h e j o b .
15
�P O L I C Y STATEMENT ON
STAFFING
^
The successful delivery of correctional services in California
depends on the hiring and retention of a dedicated, educated,
trained and capable work force.
Many issues i n f l u e n c e c o r r e c t i o n s agencies' a b i l i t y t o r e c r u i t ,
h i r e , t r a i n and r e t a i n q u a l i f i e d s t a f f . P r i n c i p a l among these i s
a s h r i n k i n g q u a l i f i e d labor and a p p l i c a n t pool.
I n t h e past,
p u b l i c s e r v i c e employment o f f e r e d s t a b i l i t y , s e c u r i t y and t h e
c e r t a i n t y o f a retirement program.
These are no longer safe
assumptions and, f o r these and a v a r i e t y of other reasons, some
c o r r e c t i o n s agencies are experiencing i n c r e a s i n g d i f f i c u l t y
r e c r u i t i n g and r e t a i n i n g q u a l i f i e d s t a f f .
Problems w i t h s t a f f r e t e n t i o n are p a r t i c u l a r l y acute f o r county
agencies which lose s t a f f t o s t a t e and f e d e r a l agencies o f f e r i n g
higher pay and b e t t e r b e n e f i t s . H i s t o r i c a l l y t h e r e has been an
e f f o r t t o maintain p a r i t y between s t a t e and county pay schedules
f o r equivalent jobs; however, i n the past 15 years t h i s p a r i t y has
eroded, w i t h s t a t e employees now earning s i g n i f i c a n t l y more than
t h e i r counterparts a t t h e l o c a l l e v e l .
The r e s u l t i s t h a t t r a i n e d and experienced s t a f f leave l o c a l
departments j u s t as they are becoming productive. This means t h a t
l o c a l departments are constantly i n a t r a i n i n g mode, never able t o
catch up w i t h t h e i r needs. Meanwhile t h e r e c e i v i n g agencies reap
the b e n e f i t s of t h e experience
and t r a i n i n g t h e employee
accomplished a t t h e expense of the county. This tends t o f u r t h e r
exacerbate r e c r u i t i n g problems a t t h e l o c a l l e v e l and heighten
imbalance i n t h e system.
I t may prove b e n e f i c i a l f o r c o r r e c t i o n s t o consider designing
processes which allow s t a f f t o move more e a s i l y from one agency t o
another.
Cross t r a i n i n g , progressive employment o p p o r t u n i t i e s ,
c e r t i f i c a t i o n as c o r r e c t i o n s professionals might a l l be considered.
Corrections agencies must ensure t h a t they continue t o r e c r u i t and
t r a i n competent and c u l t u r a l l y diverse s t a f f . Corrections agencies
must maintain high standards f o r t h e i r employees by, among other
things, administering written tests,
completing
background
17
�investigations, performing psychological evaluations and assuring
that candidates possess the physical a b i l i t i e s to safely perform
the validated functions of their jobs. Additionally, agencies w i l l
have to devise ways to adequately compensate people, f i n a n c i a l l y
and/or with other benefits, i f they are to retain the s t a f f they so
c a r e f u l l y s e l e c t and t r a i n for the specialized and demanding work
of corrections.
Corrections as a profession must support the enhancement of college
level correctional education. Professionalism i s d i r e c t l y related
to higher education; doctors are required to have medical degrees,
lawyers are required to have law degrees. In order for corrections
to be an acknowledged profession, i t too must define a course of
study and require an advanced degree. While t h i s may be a long
range objective, in the more immediate future corrections must both
r e c r u i t the educated and educate the recruited. Doing so w i l l not
only improve corrections practice, i t w i l l also encourage more
college graduates to enter public service/corrections work.
In addition to and separate from education, correctional agencies
must continue to provide, require and support training of s t a f f .
Training must continue to be a p r i o r i t y emphasis and i t must
continue to be f u l l y and adeguately funded. Because counties and
the state are experiencing devastating financial s h o r t f a l l s , they
are proposing reducing services in a host of areas, including
training of correctional personnel. Corrections agencies must not
allow t h i s to occur as the short term savings w i l l be more than
eradicated by the l i t i g a t i o n costs and resulting judgments based on
f a i l u r e to t r a i n . Correctional agencies and training providers may
need to devise ways to t r a i n smarter or more cost e f f e c t i v e l y , but
they must d i l i g e n t l y guard against reducing or eliminating t r a i n i n g
for correctional s t a f f .
In t h i s and every other way, corrections agencies must
s t r i v e for and maintain optimum working conditions.
must ensure that i t treats i t s personnel with dignity
and that i t meets the highest standards of safety for
s t a f f i n i n s t i t u t i o n s and in the f i e l d .
18
continue to
Corrections
and respect
corrections
�POLICY STATEMENT ON
DEMOGRAPHIC CHANGES
£te
The effective operation of corrections requires an awareness and
understanding of, and responsiveness to, the demographics of
California's evolving general and Offender populations.
C a l i f o r n i a ' s population has been experiencing a s h i f t i n ethnic
composition over the past ten years and c o r r e c t i o n a l agencies have
seen an even greater change i n the ethnic composition of the
offender population.
The general population has a decreasing
p r o p o r t i o n of Whites and a s t e a d i l y increasing p r o p o r t i o n of
Hispanics and Asians. Correspondingly the p r o p o r t i o n of Hispanics
and Asians under some form of c o r r e c t i o n a l supervision continues t o
increase.
The r a t i o of A f r i c a n Americans under c o r r e c t i o n a l
supervision has remained d i s p r o p o r t i o n a t e , although steady, f o r a
decade.
New e t h n i c and c u l t u r a l groups i n C a l i f o r n i a ' s p o p u l a t i o n b r i n g
with
them
unique
backgrounds,
languages
and
traditions.
Corrections must expect, and prepare, t o operate i n the midst of
increasing c u l t u r a l d i v e r s i t y .
Issues of gender, race, age,
p h y s i c a l a b i l i t y and sexual preference w i l l be important f o r years
t o come; they too must be accommodated.
F a c i l i t y and program
design, i n t e r v e n t i o n s and service d e l i v e r y — a l l are l i k e l y t o be
subject t o m o d i f i c a t i o n t o maintain c o r r e c t i o n s ' a b i l i t y t o provide
p u b l i c s a f e t y i n a r a p i d l y changing environment. Corrections w i l l
be c o n t i n u a l l y challenged t o respond t o the e v o l v i n g c u l t u r a l ,
r a c i a l , age r e l a t e d and gender s p e c i f i c needs of C a l i f o r n i a ' s
offender population and must ensure t h a t i t s p o l i c i e s and p r a c t i c e s
respond t o d i v e r s i t y w i t h appropriate adaptations.
Corrections w i l l have t o ensure too t h a t i t s s t a f f s e l e c t i o n and
t r a i n i n g processes encompass c u l t u r a l d i v e r s i t y . Corrections must
maintain aggressive p o l i c i e s t o a t t r a c t a c u l t u r a l l y diverse labor
f o r c e and t o h i r e applicants who are c u l t u r a l l y competent and able
t o provide equitable treatment f o r a l l i n d i v i d u a l s through respect
for differences.
Corrections agencies w i l l have t o provide
t r a i n i n g which promotes a thorough
understanding
of,
and
s e n s i t i v i t y t o , c u l t u r a l d i v e r s i t y and prepares c o r r e c t i o n a l
personnel t o be responsive t o the r a p i d l y changing demographics of
California.
19
�P O L I C Y STATEMENT ON
EDUCATING THE P U B L I C
Ate
^
Every corrections agency in California must develop and
implement strategies to educate the public about correctional
I n order t o create an informed constituency and thereby the
political will
f o r sound c o r r e c t i o n a l p o l i c y ,
corrections
p r a c t i t i o n e r s must take the i n i t i a t i v e t o f a m i l i a r i z e the p u b l i c
and p o l i c y makers w i t h the a b i l i t i e s , functions and importance of
c o r r e c t i o n s . Correctional p o l i c y i s p u b l i c p o l i c y ; nonetheless the
day t o day operations of adult and j u v e n i l e c o r r e c t i o n s agencies
and t h e i r v i t a l r o l e s i n p r o t e c t i n g and maintaining p u b l i c safety
are not w e l l understood by the p u b l i c .
Corrections has the
r e s p o n s i b i l i t y t o energize informed judgment about what c o r r e c t i o n s
i s , what i t does and what i t can do i f adequately supported.
A f a r reaching p u b l i c education campaign of t h i s s o r t does not
necessarily r e q u i r e h i r i n g p u b l i c r e l a t i o n s consultants or spending
large sums of money. I f each of C a l i f o r n i a ' s 60,000 c o r r e c t i o n s
p r a c t i t i o n e r s were t o t e l l a few f r i e n d s something about the work
he or she does and the value of i t , the campaign w i l l be under way.
Corrections agencies across the s t a t e are r i c h i n m u l t i - t a l e n t e d
s t a f f people who can help create p o s i t i v e press, speakers' bureaus,
p u b l i c forums, open houses, educational seminars, p u b l i c service
announcements, e d i t o r i a l campaigns and s i m i l a r methods of p u b l i c
exposure.
Opportunities f o r explaining the d i f f e r e n c e between
probation and parole, prison and j a i l present themselves almost
d a i l y ; gatherings of a l l kinds lend themselves t o discussion of the
•good news' i n c o r r e c t i o n s , the success s t o r i e s and v i a b l e programs
and l i v e s changed f o r the b e t t e r .
By educating the p u b l i c and marketing what c o r r e c t i o n s i s and does,
the c o r r e c t i o n s community can encourage informed judgment, a
climate f o r p o s i t i v e change and w i t h i t p u b l i c support.
An
informed, supportive p u b l i c w i l l help decision makers a t a l l l e v e l s
t o enact an aggressive, progressive c o r r e c t i o n a l agenda.
Public
support i s the key ingredient i n the c r e a t i o n of p o l i t i c a l w i l l f o r
p o s i t i v e change and p u b l i c education i s the touchstone of p u b l i c
support.
21
�ATTRIBUTES OF AN EFFECTIVE
CORRECTIONAL SYSTEM
An
e f f e c t i v e correctional
system
collaborative and coordinated.
is
integrated,
An e f f e c t i v e correctional system provides balanced
funding, i . e . , where there i s responsibility, there are
resources to go with i t .
An e f f e c t i v e correctional system responds to c l e a r ,
consistent sentencing laws which r e f l e c t the crime, the
offender and available resources and uses a f u l l range of
appropriate punishment options.
An e f f e c t i v e correctional system i d e n t i f i e s substance
abusers and, either d i r e c t l y or in collaboration with
others, provides treatment and training to address
substance abusing behaviors.
An e f f e c t i v e correctional system prizes public education,
and understands the need to maintain public and p o l i t i c a l
support for responsible r i s k taking and positive change.
Moreover, an effective correctional system:
*
recognizes i t s responsibility to participate
in preventing crime and delinquency;
*
considers the rights and needs of victims;
*
recognizes the v i t a l importance of i t s
personnel in every job c l a s s i f i c a t i o n ;
*
responds to demographic changes in ways which
maintain culturally competent staff and
provide appropriate interventions for
offenders; and
*
emphasizes research and outcome evaluation to
measure success and maintain accountability.
23
�APPENDICES
*
CURRENT STATE OF CORRECTIONS IN CALIFORNIA
*
SIGNIFICANT CONTRIBUTING FACTORS
*
PURPOSE AND APPROACH OF THE POLICY PROJECT
*
PROJECT ADVISORY GROUP
*
INITIAL FOCUS GROUP
�CURRENT STATE OF CORRECTIONS IN CALIFORNIA
Prison, j a i l and juvenile f a c i l i t y crowding coupled with
diminishing resources and drastic budget s h o r t f a l l s are among
the most c r i t i c a l problems facing corrections in C a l i f o r n i a i n
the 1990s. Urgent though they are, these are not the only
problems with which corrections has to deal. Also enormously
pressing are the ongoing drug epidemic, continued violent
crime, a proliferation of youth and adult gang a c t i v i t y , the
public's fear of crime and growing pressure for less expensive
but equally safe sentencing options as well as provision of
j a i l , juvenile f a c i l i t y and prison beds for the most serious
offenders.
Correctional institutions' populations have skyrocketed i n the
l a s t decade.
The state prison population has more than t r i p l e d .
The prison system has grown from 22,500 prisoners
in 1980 to 102,000 today. Projections are that
there w i l l be 120,000 people in state prison by
1996.
The number of people in county j a i l s has risen from
25,000 i n 1980 to 68,700 today. I t i s projected
that there w i l l be 102,000 people in j a i l s by 1996.
The California Youth Authority has over 8,3 00
juvenile offenders in custody, up from 5,800 at the
beginning of the decade, and i t i s anticipated that
CYA w i l l have 9,800 offenders in custody by 1996.
Local juvenile h a l l s , camps and ranches hold more
than 9,400 young offenders at present, up from
about 7,500 in 1980. I t i s projected that there
w i l l be 10,200 juveniles in local f a c i l i t i e s by
1996.
Probation and parole populations have escalated at least as
dramatically.
The California Department of Corrections, which had
12,000 parolees at the s t a r t of the '80s, now
supervises more than 83,000 parolees and expects
over 101,000 by 1996.
The Department of the Youth Authority supervised
6,650 parolees in 1980; today i t has 5,830 young
offenders under parole supervision and by 1996 i t
anticipates 7,200.
�County probation departments have experienced an
increase from 151,000 adults and 57,900 juveniles
under probation supervision in 1980 to 290,000
adults and 68,000 juveniles today.
Probation and parole violations are major factors increasing
prison populations.
A larger percentage of new prison
admissions are i n prison on probation and parole violations
than are committed for new crimes. In 1978 there were 1,011
adult parole violators returned to prison; by 1991 that number
had increased to over 41,573. Additionally, i t i s estimated
that today probation violators comprise about 16 percent of
felony new admissions to state prison.
I t costs California taxpayers about $5 b i l l i o n a year
(excluding construction costs) to operate state and l o c a l
corrections. The Department of Corrections' budget for FY
1991-2 was $2.5 b i l l i o n ; the Department of the Youth Authority
was budgeted at $342 million and county corrections, s h e r i f f s '
and probation departments were expected to spend approximately
$1.5 b i l l i o n .
After comprehensive review of corrections in C a l i f o r n i a , the
recent Blue Ribbon Commission on Inmate Population Management
found that "state and local corrections must be viewed as a
system i n developing corrections policy. Prison overcrowding
i s increased by probation underfunding and j a i l overcrowding
and underfunding. The corrections system i s presently lacking
s u f f i c i e n t integrated strategies to manage probation, j a i l and
prison populations."
The Blue Ribbon Commission's predominant conclusion was that
the criminal j u s t i c e system i s out of balance and w i l l remain
so unless the entire state and local criminal j u s t i c e system
is
addressed
from
prevention
through
discharge
of
jurisdiction.
�SIGNIFICANT CONTRIBUTING FACTORS
A broad array o f forces i n t e r a c t i n complex ways i n C a l i f o r n i a as
we approach t h e year 2000. The d i v e r s i t y o f these forces and t h e
speed w i t h which they can a f f e c t one another challenge c o r r e c t i o n s
to be f l e x i b l e and c r e a t i v e y e t pragmatic.
In i t s efforts to
ensure the p u b l i c s a f e t y , C a l i f o r n i a has developed a complex system
of laws, agencies, processes and functions which c o l l e c t i v e l y
comprise C a l i f o r n i a c o r r e c t i o n s . Fueled by growth i n the s i z e and
d i v e r s i t y o f t h e s t a t e ' s population, c o r r e c t i o n s i s becoming more
s o p h i s t i c a t e d ; however i t must also become more i n t e g r a t e d . I t
must have a s o l i d base o f informed p u b l i c and p o l i t i c a l support and
must be prepared t o deal, on a systemwide basis, w i t h the r a p i d l y
changing environment i n which i t e x i s t s .
P a r t i c u l a r l y r e l e v a n t f a c t o r s a f f e c t i n g c o r r e c t i o n s include the
following:
*
C a l i f o r n i a ' s population continues t o grow and i s i n c r e a s i n g l y
c u l t u r a l l y diverse. The Department of Finance p r o j e c t s t h a t
C a l i f o r n i a w i l l be home t o nearly 40 m i l l i o n people by t h e
year 2005.
*
Over t h e past decade, the p u b l i c has sent a strong message t o
lawmakers t o maintain law and order through passage and
enforcement o f laws which mandate tougher c r i m i n a l p e n a l t i e s
and provide recourse f o r v i c t i m s o f crime.
*
Improved methods o f i d e n t i f i c a t i o n , i n v e s t i g a t i o n , a r r e s t and
prosecution have r e s u l t e d i n increasing numbers of offenders
being placed under some form of c o r r e c t i o n a l supervision.
*
Changes i n sentencing laws have made s t a t e p r i s o n mandatory
f o r offenses which were once j a i l or probation sentences.
Since the adoption o f the Determinate Sentencing Law i n 1977,
there have also been continuing increases i n t h e length o f
sentences f o r s p e c i f i e d crimes.
The r e s u l t s have been
unprecedented increases i n prison and j a i l populations and
p r i s o n , j a i l and j u v e n i l e f a c i l i t y overcrowding.
*
I n s t i t u t i o n a l crowding has been exacerbated by the p e r s i s t e n t
underfunding o f probation which has l e d not only t o reduced
supervision o f both a d u l t and j u v e n i l e probationers, but also
to delays i n p r o v i d i n g reports t o t h e c o u r t . This i n t u r n
r e s u l t s i n prisoners spending weeks longer i n j a i l pending
sentencing than would otherwise be the case.
�*
Substance abuse, p a r t i c u l a r l y the abuse of alcohol, cocaine
and crack, i s a major factor contributing to increases in the
offender population.
*
Corrections i s not able to respond quickly, l e t alone
immediately, to criminal behavior. Court delays, s t r u c t u r a l
safeguards, limited resources—these and other factors
contribute to corrections' i n a b i l i t y to impact offenders'
behavior early in their criminal careers. By the time most
offenders get into the correctional process t h e i r behavior i s
hard to change.
*
Corrections' i n a b i l i t y to consistently hold
offenders
accountable for their behavior contributes to the revolving
door of crime, arrest, incarceration, release and subsequent
return to criminal a c t i v i t y .
*
The attention placed on crime and delinquency prevention i s
sporadic and mostly ineffectual.
Prevention e f f o r t s are
underfunded and underutilized in maintaining public safety.
The forces with which modern corrections i s confronted, of which
t h i s i s only a p a r t i a l l i s t i n g , have evolved during a period in
which resources have become increasingly scarce.
In order to
continue to function effectively, corrections must find ways to
maximize the resources available to i t .
Creating an integrated,
balanced and coordinated correctional system i s the most promising
strategy to accomplish that end. The mission and policy statements
which follow present a consensus foundation for j u s t such an
effort.
�PURPOSE AND APPROACH OF THE POLICY PROJECT
PURPOSE
The C a l i f o r n i a Corrections Policy Development P r o j e c t arose out of
an i d e n t i f i e d need f o r a c l e a r sense of d i r e c t i o n f o r s t a t e and
l o c a l , a d u l t and j u v e n i l e c o r r e c t i o n s i n C a l i f o r n i a . Flowing from
the recommendations o f t h e Blue Ribbon Commission on Inmate
Population Management (1990), t h e Policy Development P r o j e c t has
b u i l t consensus on a conceptual framework w i t h i n which the diverse
p a r t s o f t h e c o r r e c t i o n s community can f u n c t i o n e f f e c t i v e l y
together.
The C a l i f o r n i a c o r r e c t i o n s community i s comprised o f many elements
i n c l u d i n g t h e Youth and Adult Correctional Agency (YACA), t h e
Department o f Corrections, the Department o f the Youth A u t h o r i t y ,
the Board o f Prison Terms, the Youthful Offender Parole Board, the
Board o f Corrections, 59 county probation departments, 58 county
s h e r i f f ' s departments and three county departments o f c o r r e c t i o n s .
Other agencies i n t h e c r i m i n a l j u s t i c e system, f o r example the
Department o f J u s t i c e and the O f f i c e of Criminal J u s t i c e Planning,
also have an impact on c o r r e c t i o n s ' operations.
While t h i s d i v e r s i t y o f components provides breadth and richness t o
c o r r e c t i o n a l services, i t also f o s t e r s d u p l i c a t i o n , overlap and
confusion. Moreover, given the s t r u c t u r e o f governmental agencies
and the v a r i e t y o f c o r r e c t i o n a l i n t e r e s t s i n the s t a t e , there i s no
s i n g l e e n t i t y or mechanism authorized or s t a f f e d t o formulate
statewide, i n t e g r a t e d p o l i c i e s f o r c o r r e c t i o n s . The Corrections
P o l i c y Development P r o j e c t has been a way f o r p r a c t i t i o n e r s t o f i l l
t h a t gap, t o begin t o create a body of c o r r e c t i o n a l p o l i c y w i t h i n
which they can work.
APPROACH
The mission and p o l i c y statements contained i n t h i s document are
the products o f a c a r e f u l l y designed process.
I n a widely
d i s t r i b u t e d survey, hundreds o f c r i m i n a l j u s t i c e and c o r r e c t i o n a l
p r a c t i t i o n e r s were asked t o i d e n t i f y "the three most c r i t i c a l
issues f a c i n g C a l i f o r n i a corrections f o r the next f i v e years."
More than 50 issues were r a i s e d .
These were discussed, analyzed and processed during a two-day focus
group meeting i n which p r a c t i t i o n e r s from a l l aspects of
c o r r e c t i o n s , as w e l l as representatives of c i t y , county and s t a t e
government, education and the courts worked t o reach consensus on
the e i g h t t o t e n p r i o r i t y areas f o r development of p o l i c y
statements.
�The statements which comprise the heart of t h i s document are the
results of that process. They represent the contemporary view of
leading practitioners and have immediate relevance
to the
challenges which confront California corrections at t h i s c r i t i c a l
time.
While a large number of issues face corrections, these
emerge as the ones on which professionals have reached consensus.
Through the dissemination of these mission and policy statements,
the Corrections Policy Development Project hopes to foster a
climate for discussion and positive change and to help create an
environment in which community, p o l i t i c a l and professional leaders
w i l l join in working toward a coordinated, proactive correctional
system.
The mission and policy statements emphasize ongoing
communication, cooperative action and public education as ways to
constructively influence the p o l i t i c a l process and generate support
for system change. F i n a l l y , the project offers the mission and
policy statements to the Governor, the Legislature and related
interest groups as valuable tools to use in making decisions
affecting the future of corrections.
�CALIFORNIA CORRECTIONS POLICY DEVELOPMENT PROJECT
Advisory Group
Francisco J . Alarcon, Chief Deputy Director
Department of the Youth Authority
The Honorable Rafael A. Arreola
Municipal Court, San Diego County
The Honorable Leonard Edwards
Juvenile Court, Santa Clara County
Gregory W. Harding, Deputy Director
California Department of Corrections
Don Hogner, Chief Probation Officer
Alameda County Probation Department
John Kenney, Ph.D., President
August Vollmer University
Norma P. Lammers, Director of Corporate A f f a i r s
California State Association of Counties
Joan P e t e r s i l i a , Ph.D., Director
Criminal Justice Program, RAND Corporation
Wendell P h i l l i p s , President
Sacramento County Deputy Sheriffs Association
The Honorable Robert Presley, Member
California State Senate
Richard K. Rainey, Sheriff-Coroner
Contra Costa County
Anna Z. Thompson, Correctional Program S p e c i a l i s t
National I n s t i t u t e of Corrections
�CALIFORNIA CORRECTIONS POLICY DEVELOPMENT PROJECT
Initial Focus Group
Francisco J . Alarcon,
Chief Deputy Director
Department of the Youth Authority
Don Hogner
Chief Probation Officer
Alameda County
Honorable Jim Ardaiz
Fifth District
Court of Appeals
Norma Lammers
then Executive Officer
Board of Corrections
Midge C a r r o l l
then Deputy Director
Parole and Community Service Division
California Department of Corrections
Geoff Long
Consultant
Assembly Ways and Means
Committee
Michael Corbett
Legislative Advocate
California State Assn. of Counties
George McKinney
Deputy Director
Parole Services Branch
Dept. of the Youth Authority
Craig Cornett
Director
Criminal Justice Section
L e g i s l a t i v e Analyst's Office
Barry Nidorf
Chief Probation Officer
Los Angeles County
Honorable John A. Flaherty
Superior Court
Santa Clara County
Harvey Nyland
Sheriff
San Benito County
David Flores
Area Administrator
Los Angeles Office of Education
Richard Probster
Chief of Police
City of Gardena
Robert Pash
Commander, Custody Division
Los Angeles County Sheriff's Dept.
Richard Rainey
Sheriff-Coroner
Contra Costa County
James A. Gomez
then Assistant County Executive
Santa Clara County
Jim Rasmussen
then Director, Bureau
of Criminal S t a t i s t i c s
Gregory Harding
Deputy Director
Evaluation and Compliance Branch
California Dept. of Corrections
Honorable Wilmont Sweeney
Presiding Judge
Alameda County Juvenile Court
Jim Hankla
City Manager
City of Long Beach
Grover Trask
D i s t r i c t Attorney
Riverside County
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Dublin Core
The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/.
Title
A name given to the resource
Health Care Task Force Records
Creator
An entity primarily responsible for making the resource
White House Health Care Task Force
Is Part Of
A related resource in which the described resource is physically or logically included.
<a href="https://catalog.archives.gov/id/10443060" target="_blank">National Archives Catalog Description</a>
Description
An account of the resource
<p>This collection contains records on President Clinton’s efforts to overhaul the health care system in the United States. In 1993 he appointed First Lady Hillary Rodham Clinton to be the head of the Health Care Task Force (HCTF). She traveled across the country holding hearings, conferred with Senators and Representatives, and sought advice from sources outside the government in an attempt to repair the health care system in the United States. However, the administration’s health care plan, introduced to Congress as the Health Security Act, failed to pass in 1994.</p>
<p>Due to the vast amount of records from the Health Care Task Force the collection has been divided into segments. Segments will be made available as they are digitized.</p>
<p><a href="http://clinton.presidentiallibraries.us/items/browse?advanced%5B0%5D%5Belement_id%5D=43&advanced%5B0%5D%5Btype%5D=is+exactly&advanced%5B0%5D%5Bterms%5D=2006-0885-F+Segment+1"><strong>Segment One</strong></a><br /> This collection consists of Ira Magaziner’s Health Care Task Force files including: correspondence, reports, news clippings, press releases, and publications. Ira Magaziner a Senior Advisor to President Clinton for Policy Development was heavily involved in health care reform. Magaziner assisted the Task Force by coordinating health care policy development through numerous working groups. Magaziner and the First Lady were the President’s primary advisors on health care. The Health Care Task Force eventually produced the administration’s health care plan, introduced to Congress as the Health Security Act. This bill failed to pass in 1994.<br /> Contains 1065 files from 109 boxes.</p>
<p><a href="http://clinton.presidentiallibraries.us/items/browse?advanced%5B0%5D%5Belement_id%5D=43&advanced%5B0%5D%5Btype%5D=is+exactly&advanced%5B0%5D%5Bterms%5D=2006-0885-F+Segment+2"><strong>Segment Two</strong></a><br /> This segment consists of records describing the efforts of First Lady Hillary Rodham Clinton to get health care reform through Congress. This collection consists of correspondence, newspaper and magazine articles, memos, papers, and reports. A significant feature of the records are letters from constituents describing their feelings about health care reform and disastrous financial situations they found themselves in as the result of inadequate or inappropriate health insurance coverage. The collection also contains records created by Robert Boorstin, Roger Goldblatt, Steven Edelstein, Christine Heenan, Lynn Margherio, Simone Rueschemeyer, Meeghan Prunty, Marjorie Tarmey, and others.<br /> Contains 697 files from 47 boxes.</p>
<p><a href="http://clinton.presidentiallibraries.us/items/browse?advanced%5B0%5D%5Belement_id%5D=43&advanced%5B0%5D%5Btype%5D=is+exactly&advanced%5B0%5D%5Bterms%5D=2006-0885-F+Segment+3"><strong>Segment Three</strong></a><br /> The majority of the records in this collection consist of reports, polls, and surveys concerning nearly all aspects of health care; many letters from the public, medical professionals and organizations, and legislators to the Task Force concerning its mission; as well as the telephone message logs of the Task Force.<br /> Contains 592 files from 44 boxes.</p>
<p><a href="http://clinton.presidentiallibraries.us/items/browse?advanced%5B0%5D%5Belement_id%5D=43&advanced%5B0%5D%5Btype%5D=is+exactly&advanced%5B0%5D%5Bterms%5D=2006-0885-F+Segment+4"><strong>Segment Four</strong></a><br /> This collection consists of records describing the efforts of the Clinton Administration to pass the Health Security Act, which would have reformed the health care system of the United States. This collection contains memoranda, correspondence, handwritten notes, reports, charts, graphs, bills, drafts, booklets, pamphlets, lists, press releases, schedules, newspaper articles, and faxes. The collection contains lists of experts from the field of medicine willing to testify to the viability of the Health Security Act. Much of the remaining material duplicates records from the previous segments.<br /> Contains 590 files from 52 boxes.</p>
<p><strong><a href="http://clinton.presidentiallibraries.us/items/browse?advanced%5B0%5D%5Belement_id%5D=43&advanced%5B0%5D%5Btype%5D=is+exactly&advanced%5B0%5D%5Bterms%5D=2006-0885-F+Segment+5">Segment Five</a></strong><br /> This collection of the Health Care Task Force records consists of materials from the files of Robert Boorstin, Alice Dunscomb, Richard Veloz and Walter Zelman. The files contain memoranda, correspondence, handwritten notes, reports, charts, graphs, bills, drafts, booklets, pamphlets, lists, press releases, schedules, statements, surveys, newspaper articles, and faxes. Much of the material in this segment duplicates records from the previous segments.<br /> Contains 435 files from 47 boxes.</p>
<p><strong><a href="http://clinton.presidentiallibraries.us/items/browse?advanced%5B0%5D%5Belement_id%5D=43&advanced%5B0%5D%5Btype%5D=is+exactly&advanced%5B0%5D%5Bterms%5D=2006-0885-F+Segment+6">Segment Six</a></strong><br /> This collection consists of the files of the Health Care Task Force, focusing on material from Jack Lew and Lynn Margherio. Lew’s records reflect a preoccupation with figures, statistics, and calculations of all sorts. Graphs and charts abound on the effect reform of the health care system would have on the federal budget. Margherio, a Senior Policy Analyst on the Domestic Policy Council, has documents such as: memoranda, notes, summaries, and articles on individuals (largely doctors) deemed to be experts on the Health Security Act of 1993 qualified to travel across the country and speak to groups in glowing terms about the groundbreaking initiative put forward by President Clinton in his first year in the White House. <br /> Contains 804 files from 40 boxes.</p>
Publisher
An entity responsible for making the resource available
William J. Clinton Presidential Library & Museum
Identifier
An unambiguous reference to the resource within a given context
2006-0885-F
Text
A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text.
Original Format
The type of object, such as painting, sculpture, paper, photo, and additional data
Paper
Dublin Core
The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/.
Title
A name given to the resource
[Corrections 2000: Policies for the Future] [Loose]
Creator
An entity primarily responsible for making the resource
Task Force on National Health Care
White House Health Care Task Force
Marjorie Tarmey
Identifier
An unambiguous reference to the resource within a given context
2006-0885-F Segment 2
Is Part Of
A related resource in which the described resource is physically or logically included.
Box 42
<a href="http://clintonlibrary.gov/assets/Documents/Finding-Aids/2006/2006-0885-F-2.pdf" target="_blank">Collection Finding Aid</a>
<a href="https://catalog.archives.gov/id/12092971" target="_blank">National Archives Catalog Description</a>
Provenance
A statement of any changes in ownership and custody of the resource since its creation that are significant for its authenticity, integrity, and interpretation. The statement may include a description of any changes successive custodians made to the resource.
Clinton Presidential Records: White House Staff and Office Files
Publisher
An entity responsible for making the resource available
William J. Clinton Presidential Library & Museum
Format
The file format, physical medium, or dimensions of the resource
Adobe Acrobat Document
Medium
The material or physical carrier of the resource.
Preservation-Reproduction-Reference
Date Created
Date of creation of the resource.
2/6/2015
Source
A related resource from which the described resource is derived
42-t-12092971-20060885F-Seg2-042-018-2015
12092971