OIG
Initial Report on CDCRs Blueprint Implementation
Rob ert A. Barton Office of the Inspector General
Inspector General
Initial Report on CDCR’s
Progress Implementing its
Future of California Corrections
Blueprint
April 2013
Office of the Inspector General
Initial Report on CDCR’s Progress Implementing its
Futur e of California Corrections Blueprint
Robert A. Barton
Inspector General
Roy W. Wesley
Chief Deputy Inspector General
James C. Spurling
Chief Counsel
Renee L. Hansen
Executive Director,
California Rehabilitation Oversight Board
Public Information Officer
P.O. Box 348780
Sacramento, CA 95834-8780
Telephone: 916-830-3600
Facsimile: 916-928-4684
April 2013
TABLE OF CONTENTS
FOREWORD
IN-PRISON REHABILITATIVE PROGRAMS……………………………………… 1
Target Population .......................................................................................................... 1
Rehabilitation Goal – Current Status ............................................................................ 2
Program Placement: Case Management and Reentry Hubs .......................................... 5
Rehabilitation Programs – Miscellaneous Benchmarks ................................................. 6
STANDARDIZED STAFFING ....................................................................................... 9
Standardized Staffing - Background .............................................................................. 9
Goals and Benchmarks .................................................................................................. 9
Review of Staffing Patterns and Payroll....................................................................... 10
INMATE CLASSIFICATION SCORE SYSTEM ...................................................... 12
Modification of the Inmate Classification Score System ............................................... 12
ICSS – Miscellaneous Data Benchmarks ................................................................ 14
GANG MANAGEMENT ............................................................................................... 18
Security Threat Group – Gang Management Program ................................................ 18
Gang Management Program - Miscellaneous Benchmarks .......................................... 21
COMPREHENSIVE HOUSING PLAN ....................................................................... 22
Institution Housing Plans ............................................................................................. 22
Housing Plan – Miscellaneous Benchmarks ................................................................. 23
Housing Plan – Global Benchmarks ............................................................................ 26
CONCLUSION ............................................................................................................... 27
APPENDICES ................................................................................................................. 29
APPENDIX A – STANDARDIZED STAFFING ......................................................... 30
APPENDIX B – HOUSING PLANS ............................................................................. 66
APPENDIX C – PROGRAMMING PLANS ............................................................. 103
FOREWORD
In July 2012, the Office of the Inspector General’s (OIG) oversight role was expanded by
the Legislature when they tasked the OIG with monitoring the California Department of
Corrections and Rehabilitation’s (CDCR or department) adherence to The Future of
California Corrections: A Blueprint to Save Billions of Dollars, End Federal Court
Oversight, and Improve the Prison System (the Blueprint).
To monitor implementation of the Blueprint, the Legislature passed and the Governor
signed legislation adding language to California Penal Code section 6126 mandating the
OIG to periodically review delivery of the reforms identified in the Blueprint, including,
but not limited to, the following specific goals and reforms described in the Blueprint:
Whether the department has increased the percentage of inmates served in
rehabilitative programs to 70 percent of the department's target population prior to
their release;
The establishment of and adherence to the standardized staffing model at each
institution;
The establishment of and adherence to the new inmate classification score system;
The establishment of and adherence to the new prison gang management system,
including changes to the department's current policies for identifying prison-based
gang members and associates and the use and conditions associated with the
department's secured housing units; and
The implementation of and adherence to the comprehensive housing plan described in
the Blueprint.
To assess and monitor the reforms published in the Blueprint, the OIG identified
measurable benchmarks in the Blueprint, researched the various aspects of the
benchmarks, collected and assessed documents and electronic databases, interviewed
numerous staff from CDCR and the Department of Finance (DOF), developed a
monitoring tool, and compared the assessment results with goals identified in the
Blueprint. The OIG also performed on-site reviews at each of the 33 adult institutions that
included the review and reconciliation of documents, interviews of staff, and observations.
One major obstacle that we encountered during our review is that the published version of
the Blueprint was not final. As stated in the Blueprint, the staffing standards at some of the
prisons had yet to be assessed so conceptual staffing standards were published. The
department considers Standardized Staffing Version 5 (SSV5) to be the final version. That
version was not published, but its updated information was provided to us for assessment.
According to CDCR management, the department was authorized to amend the detail of
the staffing numbers after completing an overall assessment, but could not exceed the total
departmental staffing numbers identified in the published version of the Blueprint, as
Initial Report on CDCR’s Progress Implementing the Blueprint Foreword
Office of the Inspector General State of California
those are the staffing numbers that were ultimately approved by the Legislature during the
budget process.
This report represents the results of our initial review of CDCR’s implementation of the
Blueprint. It is important to note that many of the reforms contained in the Blueprint have
implementation dates well into 2015 (and beyond); therefore, the contents of this initial
report are preliminary.
In summary, the department has demonstrated progress in implementing its Blueprint
goals in most categories we reviewed. Specifically:
Various rehabilitation measures have been established or are in development.
The department has established and is adhering to the standardized staffing model
at each institution.
The department has established and is adhering to the new inmate classification
score system.
The department has established the new prison gang management system and is
undergoing a 24-month pilot to implement and assess the new procedures.
The department has implemented and is adhering to the comprehensive housing
plan described in the Blueprint.
The department has demonstrated good initial progress implementing its Blueprint goals.
This report serves as a baseline review of the department’s initial efforts, and subsequent
reports will assess its progress meeting specified future benchmarks and goals of the
Blueprint.
Initial Report on CDCR’s Progress Implementing the Blueprint Foreword
Office of the Inspector General State of California
IN-PRISON REHABILITATIVE
PROGRAMS
The department provides in-prison programming to adult offenders, including academic
education, career technical education (CTE) (formerly vocational), substance abuse
treatment, cognitive-based behavioral programs, transitional services, and employment
programs. In the Blueprint, the department indicated its goal is to increase the percentage
of inmates served in rehabilitative programs to 70 percent of the department’s target
population prior to their release. The Blueprint does not identify a milestone for when the
goal is to be met; however, CDCR identifies June 30, 2015, as the projected completion
date.1
Target Population
The department uses concepts identified in the California Logic Model to determine its
target population for rehabilitative programs. That model requires the calculation of the
inmate’s risk to re-offend coupled with an assessment of the inmate’s criminogenic needs
to determine whether the inmate is included in the target population.
The department uses the results of the California Static Risk Assessment (CSRA) tool to
identify the inmate’s risk to re-offend. The level of an inmate’s criminogenic need is
assessed based on the results of the Correctional Offender Management Profiling for
Alternative Sanctions (COMPAS) tool. If the CSRA results show a high or moderate risk
to re-offend and the results of COMPAS show a high or medium need in any of the
criminogenic categories2, the inmate becomes part of CDCR’s target population for
rehabilitation.3
Data4 summarized in the following table indicates that of the 132,431 inmate population,
96 percent had received a CSRA risk assessment and 44 percent had received a
COMPAS assessment. Of those inmates with a CSRA assessment, 69,710 (55 percent)
had a high or moderate risk to re-offend. Of those, 43,147 inmates (33 percent) were
1 CDCR’s revised Strategic Plan (draft) identifies June 30, 2015, as the date to reach the 70 percent
rehabilitation goal.
2 The criminogenic need categories can include any of the following: academic education, career technical
education (CTE), substance abuse treatment (SAT), and criminal thinking, anger, family, and employment
needs.
3 Being included in the target population does not necessarily trigger the placement of inmates into specific
programs. The results of COMPAS are used for placement into substance abuse treatment programs, but
CDCR uses individual case factors for placement into other programs, such as the Test of Adult Basic
Education (TABE) results for placement into academic programs.
4 The data set was provided by CDCR on February 28, 2013, and contains data as of February 26, 2013.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 1
Office of the Inspector General State of California
identified as having a high or medium criminogenic need, thus representing the target
population on that day5.
Risk and Needs Assessment by Target Population
Total Inmate Population 132,431 Data as of 2/26/13
Inmates with CSRA Assessment 127,645 96% Percent in relation to inmate population
Inmates with COMPAS Assessment (Core or Re-entry) 58,223 44% Percent in relation to inmate population
Inmates with High/Moderate CSRA Score 69,710 55% Percent related to inmates with CSRA
Inmates with Medium/High Criminogenic Need (Target Pop) 43,147 33% Percent in relation to inmate population
% of Inmates who Receive COMPAS Assessment Who Become Target 74% Target count versus overall COMPAS count
Rehabilitation Goal – Current Status
While the department has made strides in implementing some measures to reach some
benchmarks identified in the Blueprint, the goal to reach 70 percent of the target
population is far from being attained. The department demonstrated a 14 percent rate of
accomplishment after the second quarter of fiscal year (FY) 2012/13. The Blueprint calls
for an increase in academic and CTE instructors over a two-year period to increase the
number of program slots available for inmates. While the academic education and CTE
programs are available at the adult institutions statewide, the other programs are only
available at 13 institutions designated as reentry hubs, geared towards inmates within 48
months of their release. As illustrated in the chart below, approximately 71 percent of the
department’s target population is within 48 months of release, and requires more
immediate rehabilitative efforts based on the projected release dates.
Target Population by Projected Release Date
Projected Release Timeframe Inmates Percent
0 - 6 Months 8,637 19.9%
7-12 Months 6,381 14.8%
13-24 Months 8,061 18.7%
25-36 Months 4,604 10.7%
37-48 Months 2,829 6.6%
49-60 Months 2,036 4.7%
60-120 Months 5,590 13.0%
Over 120 Months 4,277 9.9%
Unusable Data Regarding Release Date 732 1.7%
Total Target Population 43,147 100.0%
5 The target population would likely be much larger if the COMPAS assessment was provided to a larger
percentage of inmates, since 74 percent of inmates who received a COMPAS assessment eventually
become part of the target population based on the data provided.
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Office of the Inspector General State of California
The planned programs at each institution are summarized in Appendix B of the Blueprint.
It is important to note that the reentry hub programs, additional services, and some
rehabilitative slots identified in the Blueprint are not scheduled to be implemented until
FY 2013/14, and other reforms such as case management are still in the pilot stage.
The following tables identify inmates who were released during the last two fiscal years
and if their rehabilitation needs were met while in custody6. The numbers in the category
of “some needs met” indicate that offenders had criminogenic needs in multiple
categories, and participated in rehabilitative services that addressed at least one but not all
of the categories. The department considers “all needs met” for inmates who have
participated in rehabilitative services in each of their criminogenic needs. It should also
be noted that whether the inmate attended one day of class or completed the entire
program, the department counts that as participation.
The data reported by the department illustrates progress providing rehabilitative services
in the last year. In FY 2011/12, an average of 11 percent of inmates with criminogenic
needs had their needs completely met. In FY 2012/13 the percentage increased to an
average of 14 percent during the first two quarters, and additional progress is
demonstrated by a 7 percent increase in the “some needs met” category from 22 percent
in FY 2011/12 to 29 percent in FY 2012/13. These positive gains pre-dated the current
emphasis and resources being dedicated to rehabilitation as a result of the Blueprint.
Percent of Rehabilitative Needs Met for Offenders Released During FY 2011/12
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr Totals
Count Percent Count Percent Count Percent Count Percent Count Percent
All Needs Met 732 14% 647 9% 643 11% 569 11% 2,591 11%
Some Needs Met 1,054 19% 1,433 21% 1,375 23% 1,383 27% 5,245 22%
No Needs Met 3,634 67% 4,873 70% 4,078 66% 3,238 62% 15,823 67%
Total 5,420 100% 6,953 100% 6,096 100% 5,190 100% 23,659 100%
Percent of Rehabilitative Needs Met for Offenders Released During FY 2012/13
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr Totals
Count Percent Count Percent Count Percent Count Percent Count Percent
All Needs Met 654 14% 619 14% 634 16% 585 16% 1,273 14%
Some Needs Met 1,360 29% 1,284 29% 1,147 29% 1,082 29% 2,644 29%
No Needs Met 2,659 57% 2,487 57% 2,135 55% 2,083 55% 5,146 57%
Total 4,673 100% 4,390 100% 3,916 100% 3,750 100% 9,063 100%
The Blueprint does not set forth a date for achieving the 70 percent rehabilitation goal;
however, the department’s draft strategic plan identifies June 30, 2015, as the goal
6 The data was provided by CDCR. The data for the 3rd and 4th quarters of FY 2012/13 are projections
based on data as of December 27, 2012. The percent of accomplishment for FY 2012/13 is based on actuals
for the 1st and 2nd quarters only.
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Office of the Inspector General State of California
completion date. It is a promising indication that of those inmates released in the first two
quarters of FY 2012/13, 43 percent had some or all of their criminogenic needs
addressed.
In addition to rehabilitative program participation data, the OIG also reviewed course
milestone and completion records for a subset of program participants. We validated a
sample of completion data from the databases used by the department to report the level
of rehabilitative services met. The department tracks participation in academic and career
technical education courses using the Education Classroom Attendance Tracking System
(EdCATS). In-prison participation in substance abuse treatment programs is tracked
using the Offender Substance Abuse Tracking (OSAT) database.
When performing our fieldwork, the OIG reviewed the education files and/or central files
(C-files)7 of 390 inmates throughout the institutions to confirm that data in the electronic
databases was validated by paper documents contained in the inmates’ respective files. If
the electronic data showed that an inmate had completed a course or reached a specific
milestone in a course, the OIG reviewed education and/or C-files to validate that
information. The OIG validated electronic data for 346 inmates, representing an 89
percent validation rate. For the remaining 11 percent of data unable to be validated, it
does not necessarily mean that the course was not completed or the milestone was not
reached, but may be due to a missing certificate or document that was not yet filed in the
inmate’s education file or C-file at the time of review.
Rehabilitation Milestone and Course Completion Records – Data Validation
Career Substance
Academic Technical Abuse Total
Education Education Treatment
Files Reviewed 165 165 60 390
Data Validated 149 139 58 346
Validation Rate 90% 84% 97% 89%
7 The central file (C-file) is considered the master file maintained by the department for each inmate. The
file contains various types of documents including, confidential information, casework, program
information, historical information, criminal reports, evaluations, and correspondence.
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Office of the Inspector General State of California
Program Placement: Case Management and Reentry Hubs
According to the Blueprint, a component critical to successful implementation of the
rehabilitation components is an effective case management system. The goal of the new
automated case management system is to help place the inmate in the appropriate
program at the appropriate time.
According to the department, a COMPAS pilot program to evaluate the automated case
plan management system commenced at the Central California Women’s Facility
(CCWF) on July 2, 2012. This is a 24-month program to monitor each participant for a
period of 18 months. The participants are inmates who are identified for placement
consistent with their criminogenic need. Initially, the department targeted 250 inmates for
participation. However, inmate participation in the pilot program declined after the
conversion of neighboring Valley State Prison for Women to a male facility. At that
point, inmates at CCWF were presented with transfer opportunities to the California
Institution for Women, which were unavailable before the conversion. Transfers
decreased pilot program participation to only 54 of the initial 250 participants, and
preliminary comparisons of the effectiveness of the automated case plan process versus
the use of the current classification process have not yet been measured.
Another component not specifically categorized in the Blueprint that directly impacts
appropriate inmate program placement is expanded use of the COMPAS assessment tool.
While COMPAS helps identify the target population, it does not currently determine the
placement of inmates into most programs.8 As described earlier, only 44 percent of the
current inmates had received a COMPAS assessment to determine their criminogenic
needs. However, in an effort to increase the amount of rehabilitation needs data, the
department has submitted emergency regulations to the Office of Administrative Law
(OAL) that would require an automated needs assessment tool (currently COMPAS) to
be administered to all inmates during the reception center process, as currently this is
voluntary. The regulations would also require the tool to be administered to inmates
during their initial or annual review process if it had not been previously administered.
The OAL Certificate of Compliance was to be due to the OAL on March 26, 2013.
These adopted regulations could substantially increase the percentage of inmates who are
administered a COMPAS assessment, thereby providing CDCR with more data to be
used for appropriate placement into programs.9 For future reporting, given the new
8 While COMPAS is currently used for placement into substance abuse treatment programs, it is not a main
consideration for other programs. Also, results of COMPAS assessments are broad and do not specifically
identify a particular course needed. For example, the result can identify a high need for a career technical
education course, but does not identify the specific course. The inmate in conjunction with the correctional
counselor must request a course of interest and then go through the placement process for enrollment.
9 For clarification purposes, CDCR does not currently transfer inmates to specific institutions based on the
inmates’ program needs. Other factors such as security, safety, health issues, and individual case factors
take precedence in determining institution placement. Once the automated case management system is
refined and implemented, it is anticipated that rehabilitation needs will contribute more towards program
and/or institution placement.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 5
Office of the Inspector General State of California
regulations, we expect to see a much higher percentage of inmates who have received a
COMPAS assessment. We will report the percentages of inmates with COMPAS
assessments for each institution.
One other component of program placement is the establishment of reentry hubs.
Reentry hubs were established to provide relevant rehabilitation services to inmates who
are within 48 months of being released and who have demonstrated a willingness to take
advantage of such services. The Blueprint identified 13 institutions that would be
designated as reentry hubs. However, the department recently changed the designation of
two reentry hubs to standard sites and two standard sites to reentry hubs. So while the
location of reentry hubs has been established, the implementation of enhanced
programming is set to begin in fiscal year 2013/14.
Rehabilitation Programs – Miscellaneous Benchmarks
The Blueprint identified miscellaneous benchmarks in its narrative and Appendix B. We
have attempted to monitor the status of the benchmarks wherever there were measurable
figures. As mentioned earlier, when the Blueprint was published, not all the staffing
numbers were final. The department considers SSV5 to contain the final staffing
numbers. Also, the department recently changed the designation of two reentry hubs and
two standard sites. Our results do not take into consideration the recent changes in the
plan since the detail of any changes in rehabilitation courses was provided after the
fieldwork was completed.
The OIG performed fieldwork to determine the operational status of the various programs
at each institution. In order to determine the operational status of programs, we acquired
the SSV5 final rehabilitation authorized position counts and the detail of the authorized
positions per institution from CDCR. The OIG then reviewed payroll reports of
rehabilitation employees, reconciled the budgeted positions and discussed any
discrepancies with the education managers at the institutions, reviewed monthly
attendance reports, and conducted spot checks of classrooms. In order to be deemed fully
operational, a course needed to have a corresponding instructor, an assigned classroom,
and data showing monthly inmate attendance.
Appendix C provides a detailed comparison of the rehabilitation programs provided at
each institution, identifying the programs as planned for both in the initial Blueprint and
SSV5, and their current operational status. In addition to Appendix C, the following
summary discusses miscellaneous programs identified in the Blueprint and describes their
current status. In short, our fieldwork10 at all prisons found that 90 percent of the
academic education programs are operational, 74 percent of the career technical
10 For purposes of determining whether rehabilitation programs were operational, the fieldwork concluded
on January 17, 2013. Therefore, the statistics do not account for programs that became operational after that
day.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 6
Office of the Inspector General State of California
education programs are operational, and 96 percent of the substance abuse treatment slots
are filled.
Academic Education: The Blueprint identified an additional 151 academic teachers to be
added over a 2-year period to the department’s staffing of 418 positions. Of the 151 new
positions, 81 were scheduled to become operational in FY 2012/13. However, in the final
version (SSV5), that number was reduced by eight positions to establish a substitute
teacher pool. Our staff reviewed the institutions’ documents and performed sites visits to
determine whether 491 academic positions were fully operational. As of January 17,
2013, 442 of the 491 positions were fully operational, which represents a 90 percent rate
of compliance. In our next report we will review the department’s progress filling all 491
positions by the goal date of June 30, 2013.
Career Technical Education: The Blueprint identified an additional 98 CTE instructors to
be added over a 2-year period to the department’s staffing of 182 positions. Of the 98
positions, 42 were scheduled to become operational in FY 2012/13. Our staff reviewed
the institutions’ documents and performed site visits to determine whether 224 vocational
positions were fully operational. As of January 17, 2013, only 166 of the 224 positions
were fully operational, which represents a 74 percent rate of compliance with the
Blueprint. In our next report we will review the department’s progress filling all 224
positions by the goal date of June 30, 2013.
Substance Abuse Treatment: Other than articulating that the substance abuse treatment
programs would be located at reentry hubs, the Blueprint did not provide new substance
abuse treatment information in its narrative. In Appendix B, the Blueprint did identify an
additional 148 substance abuse treatment slots to be added to its FY 2011/12 capacity of
1,528 slots. However, the contract for the substance abuse treatment at the Valley State
Prison (VSP) was to provide a gender responsive program for women and when VSP was
converted to a male prison, 120 slots were transferred to the neighboring Central
California Women’s Facility. Since VSP was allocated 140 slots in the Blueprint, this
temporarily reduced the number of substance abuse treatment slots by 20, for a current
FY 2012/13 departmental total of 1,656 slots. As of January 17, 2013, 1,590 inmates
occupied the 1,656 slots which represents a 96 percent filled capacity rate. The
department still projects 1,720 substance abuse treatment slots in FY 2013/14 matching
the Blueprint target capacity goal.
Cognitive Behavioral Therapy: The Blueprint identified these programs to be
implemented during FY 2013/14; therefore, they were not available for review during
this monitoring period.
Pre-Employment Transition: The Blueprint identified these programs to be implemented
during FY 2012/13. As of January 17, 2013, our fieldwork confirmed that these programs
were not yet operational at any of the designated reentry hubs. The department indicates
that these programs will begin in early 2013 and become fully operational in the summer
of 2013. The OIG will then review implementation status during its next review period.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 7
Office of the Inspector General State of California
Designated Enhanced-Programming Yards: The Blueprint states “the department will
designate certain facilities as enhanced-programming units in order to support and create
incentives for inmates who, based on their own behaviors and choices, are ready to take
full advantage of programming opportunities. Program options in these institutions will
be primarily academic and career technical education programs, volunteer, and self-help
programs.” There is no detail in the Blueprint regarding any specifics or benchmarks for
any specific yards or institutions. The department reported that these are program
opportunities already offered at each institution and there were never any separately
designated “slots” for these programs contemplated in the Blueprint. The department
stated this was an overall goal to support those inmates and institutions where
programming is desired. As such, going forward, the OIG is unable to monitor any
particular progress towards this goal other than anecdotal individual successes reported,
such as the Honor Yard currently in place at California State Prison, Los Angeles County.
Long-Term and Sex Offender Treatment: These programs are still in the development
phase. Additionally, other than stating that the pilots for these programs will be
implemented during FY 2013/14, the Blueprint did not provide any specifics or
benchmarks in terms of program slots or milestones. Therefore, the OIG will only be able
to report on whether the programs exist, unless the department establishes more specific
goals.
Gang Prevention: According to CDCR, this program is in development. Additionally, the
Blueprint did not provide any specifics or benchmarks in terms of program slots or
milestones. Until the department provides more specifics, the OIG will only be able to
report on whether the program exists.
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Office of the Inspector General State of California
STANDARDIZED STAFFING
The department developed a standardized staffing component for its adult institutions and
in the Blueprint it identified the planned staffing patterns for each site. To address issues
of population growth and overcrowding, a standardized budget methodology primarily
for custody-type services had been established to provide ratio-driven staffing
adjustments as the inmate population fluctuated. When the Blueprint was approved and
incorporated in the FY 2012/13 Budget Act, the new staffing model was approved,
replacing the old model. Also, legislation was passed in 2012 mandating the Department
of Finance (DOF) assess and report on the fiscal benchmarks of the Blueprint, and
codified that requirement in Penal Code section 5032. Therefore, the OIG did not assess
that aspect of the Blueprint.
Standardized Staffing - Background
The new standardized staffing model identified in the Blueprint includes a baseline level
of staffing for most of the institution functions. While the non-custody staffing
components for each prison as identified in the Blueprint are not expected to fluctuate
with inmate populations changes, the custody staffing levels may change. The previous
staffing model required budget and staffing augmentations biannually in conjunction with
the spring and fall population adjustments, triggering numerous activations and
deactivations in housing units throughout the state every year. As stated in the Blueprint,
the new custody staffing model allows for the safe operation of housing units with an
inmate population density between 100 percent and 160 percent of its design level.
Therefore, it is expected that the inmate population fluctuations will require less budget
and staffing adjustments than the old model required on a bi-annual basis.
Goals and Benchmarks
When the Blueprint was published, not all the staffing numbers were final. As stated in
the Blueprint, the staffing standards at some of the prisons had yet to be assessed so
conceptual staffing standards were published. Additionally, the department was
authorized an additional 333 positions above the Blueprint Appendix B levels due to a
change in the calculation of relief coverage.11 The department considers SSV5 to be the
final version. That version was not published, but was provided to the OIG for
assessment.
The staffing components and levels for each institution are identified in Appendix B of
the Blueprint. While the standardized staffing summaries in Appendix B of the Blueprint
identify CDCR’s staffing levels to be attained by July 2013, based on internal
memorandums and fiscal goals, it appears that the standardized staffing levels were
11 The 333 positions are as reported by the Department of Finance.
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Office of the Inspector General State of California
implemented in early FY 2012/13. Nevertheless, we performed our review based on the
July 2013 benchmarks since that was our point of reference.
Review of Staffing Patterns and Payroll
In order for the major reforms laid out in the Blueprint to be met, it is critical that the
standardized staffing levels be implemented, specifically in accordance with the staffing
plan as it relates to housing and security levels. If staffed appropriately, it is assumed the
inmates can be housed as planned and gain access to the rehabilitative services as planned
in a safe and secure manner.
For each prison we performed fieldwork to assess whether the custody staffing patterns
matched the budgeted levels of staffing. For two major yards or facilities within each
prison, the OIG reviewed the actual staff sign-in/out sheets12 to compare with the
standardized staffing reports13 and determine whether the prisons were consistently
staffing the units in accordance with their budgeted levels.
The results of the fieldwork indicated a high level of adherence to the standardized
staffing plan. For 64 of the 66 facilities that were reviewed, the daily staffing patterns
matched the standardized staffing reports representing a 97 percent adherence rate. For
the two facilities where the patterns did not match, they were both off by only one
position. At one facility, a position (post) that should have been employed (covered) was
left vacant because procedures were not followed correctly. At the other facility, the daily
staffing pattern was short one position because, according to staff, the position was
abolished and the standardized staffing report was overstated. (The OIG will follow-up
on this discrepancy and report our findings during our next review.)
In addition to reviewing the detail of custody positions, we looked at the detail of
rehabilitative positions. Again, this is critical since it directly impacts the ability to carry
out the major rehabilitative reforms laid out in the Blueprint. A minimal requirement to
be deemed fully operational is that the instructors are employed. We used payroll reports
to make that determination. As reported earlier, 442 of the budgeted 491 (90 percent)
academic instructors were employed and 166 of the budgeted 224 (74 percent) CTE
instructors were employed throughout the prisons.
Although the Blueprint provides specific classification detail for custody positions and
program detail for rehabilitation positions, it identifies other positions in summary
12 The sign-in/out sheets are daily reports that are used at the prisons to track employee time. The reports
contain pre-printed information including the position description, shift, and name of the scheduled
employee. These reports were acquired at each institution.
13 The standardized staffing reports are detailed reports of each prison’s major facilities and the information
supports the summaries in the Blueprint. They also tie to the post assignment schedules which identify
authorized position detail. The reports were obtained from CDCR.
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format. Therefore, we reviewed budget and payroll reports in summary fashion to assess
the department’s status in terms of overall positions.
Blueprint Goals and Current Status14
Status / Goal Position Count
Blueprint - July 2011 43,356.1
Payroll - Jan 2013 36,068.0
Blueprint - July 2013 40,477.3
Amount Under Goal (4,409.3)
As the table above shows, the department appears to be well on its way to complying
with its budgeted staffing levels at the institutions by July 2013. The payroll data showed
36,068 total employees for the comparable functions that were identified in the Blueprint
at the adult institutions (excluding medical services employees).
In addition to filled positions, we reviewed budgeted positions. The SSV5 contains 252
fewer budgeted positions than authorized, so there remains some minor reconciliation.
For the purposes of our review, we compared the payroll information against the SSV5
numbers because it incorporated the detailed changes per prison. We will still seek to
reconcile the positions with the department and report our findings in our next report.
Appendix A contains a detailed summary of the department’s status in attaining the
standardized level of staffing identified in the Blueprint.
14 The payroll data is from the January 2013 pay period and was obtained from CDCR. The data represents
staffing at institutions only. The July 2013 Blueprint goals are as they were reported by the Department of
Finance.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 11
Office of the Inspector General State of California
INMATE CLASSIFICATION SCORE
SYSTEM
The department uses an inmate classification score system (ICSS) to ensure its inmates
are properly housed and supervised. After review of the inmate classification score
system, an expert panel15 concluded in 2011 that the point thresholds used by CDCR to
assign housing could be changed without increasing the risk of serious misconduct. As a
result, the Blueprint stated the department would adjust the point thresholds and file
emergency regulations to adopt the recommendations set forth in the ICSS study with the
Office of Administrative Law (OAL) by June 2012.
Modification of the Inmate Classification Score System
According to the department, the ICSS is the primary objective factor used to determine
the most appropriate housing and supervision for each inmate. The department’s goal is
to modify the ICSS by changing the point thresholds between the four levels used for
housing purposes. The department anticipates the changes impacting male inmates will
bring about better access to rehabilitative programs, avoid unnecessary over-
classification, and thereby increase success upon release.16 It also anticipates reduced
costs since the higher level of housing corresponds with higher costs to house inmates.
The department’s emergency regulations to implement the expert panel’s
recommendations became effective July 1, 2012. As stated in the Blueprint, the
department expects that by 2015 the new regulations will be fully implemented and over
9,500 male inmates will have moved from level IV to level III, and over 7,000 male
inmates will have moved from level III to level II.
15 CDCR commissioned researchers from the University of California system to evaluate the department's
ICSS and, in collaboration with key CDCR staff, completed a statistical analysis of the current
classification process. The report was issued in December 2011.
16 Female offenders are generally housed together without regard to level (level I to IV) as their propensity
for violence is much lower than that of male offenders.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 12
Office of the Inspector General State of California
The institutions and their housing facilities have four designated security levels, level I
through level IV with level I for minimum security inmates and level IV for maximum
security inmates. The following table displays the changes to the inmate classification
score system, which increased the maximum point threshold for levels II and III and the
minimum point threshold for level IV. An inmate’s classification score (placement score)
determines which level the inmate will be housed in, unless other overriding case factors
exist.
Inmate Classification Score System Changes
Pre-July 1, 2012 Post-July 1, 2012
Final Classification
Security Level Final Classification Score
Score
I 0-18 0-18
II 19-27 19-35
III 28-51 36-59
IV 52+ 60+
To determine if the department is adhering to its new inmate classification system and
thereby making progress towards its expectation of 16,500 inmates moving to lower
security levels by 2015, the OIG reviewed a statewide sample of completed classification
score sheets. We identified the score sheets that had a classification review completed
after June 30, 2012, and those with final placement scores in the 28-35 range or the 52-59
range. (Those ranges are the ones most impacted by the threshold changes in security
levels.) As summarized in the table below, we found the department did in fact begin
using all of the new classification forms consistently upon the effective date of the new
regulations, July 1, 2012.17 According to the department, all eligible inmates will receive
annual classification reviews utilizing the new score sheet by July 2013.
New Inmate Classification Score Sheets - Data Validation
Number of Files Reviewed 277
Yes No
Data Validated 275 2
Validation Rate 99% 1%
17 A total of 310 inmate C-files were reviewed; however, 15 inmates had their most recent classification
score sheet completed prior to July 1, 2012, and thus were not counted. Also, the classification forms for 18
inmates were not contained in the C-files so validation was not possible.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 13
Office of the Inspector General State of California
ICSS – Miscellaneous Data Benchmarks
At the time of our review, neither CDCR nor the OIG had a method (other than
manually) to efficiently identify the number of inmates who moved from one security
level to another, solely because of the change in classification score thresholds. This is
because an inmate’s placement score can change for a variety of reasons other than ICSS
changes. There are also administrative determinants such as closed custody, mandatory
minimums, medical status, and mental health status which can override scores and show
an inmate with a level III security score being housed in a different level. Therefore, it is
difficult to determine whether inmates are moving from one security level to another,
solely because of the ICSS score threshold changes.
Security Level Impact Based on ICSS Score Changes
Our fieldwork showed that of the 300 files we reviewed, 122 (41 percent) had their
security level decrease from the previous classification review. Of those 122 inmates who
had their security level decrease, we were able to confirm that 46 (38 percent) had their
security level decrease solely because of the change in the ICSS score ranges. That group
of 46 inmates represents 15 percent of the entire sample reviewed (300). This is just a
snapshot of the impact the ICSS score change can have. The sample size of 300 is not
statistically representative to be able to project to the entire inmate population. However a
41 percent overall decrease in security level is a promising trend for the overall cost-
savings goals.
Also noteworthy is that simply because an inmate’s placement score changes after a
classification review and causes the change in security level designation, does not mean
that the inmate is immediately moved to a housing unit or institution consistent with their
placement score. The classification staff representative (CSR) can endorse the inmate to
be moved to a different institution or facility; however, that is basically the “bus ticket” to
be moved. If a bus is not available, the inmate is not moved. Bed space at the appropriate
Initial Report on CDCR’s Progress Implementing the Blueprint Page 14
Office of the Inspector General State of California
facility must also be available for the movement to occur. If an inmate is not moved after
a certain amount of time, the endorsement expires and requires CSR18 re-authorization.
The following tables provide a snapshot of inmates housed in levels inconsistent with
their placement score. Inmates can be housed in levels inconsistent with their placement
scores for a variety of reasons, including bed availability as previously described. The
data averages a seven-month period and provides the breakdown per housing level of
where inmates with placement scores in three different levels have been housed.19 For
example, the data shows that 64 percent of inmates with placement scores in the level II
range were housed at a level consistent with their score, while 32 percent were housed in
a level III setting. Once the review cycle for all inmates has been completed in July 2013,
the department will be better able to make the appropriate housing level placements. The
department has indicated progress since the time we received the January 31, 2013, data.
Our next report will reflect the department’s progress.
Inmate Placement Score Level II
Actual Housing Level Inmate Count (7 Mos) Average/Month Percent / Level
II 142,612 20,373 64%
III 70,678 10,097 32%
IV 9,491 1,356 4%
Total 222,781 31,826 100%
Inmate Placement Score Level III
Actual Housing Level Inmate Count (7 Mos) Average Percent / Level
II 6,392 913 4%
III 140,826 20,118 87%
IV 14,710 2,101 9%
Total 161,928 23,132 100%
Inmate Placement Score Level IV
Actual Housing Level Inmate Count (7 Mos) Average Percent / Level
II 270 39 <1%
III 7,875 1,125 5%
IV 143,032 20,433 95%
Total 151,177 21,597 100%
18 The endorsements by the CSR have expiration dates because the information becomes outdated. For
example, an inmate can be endorsed to be transferred to another prison after an evaluation of enemy
concerns at the prospective prison. If four months elapse before the transfer, the endorsement needs to be
re-authorized because another inmate with an enemy concern may have arrived at that prospective prison.
19 The data provided by CDCR is for a seven-month period through January 31, 2013.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 15
Office of the Inspector General State of California
The following projected placement needs table provides actual inmate population counts
and projections identified by the different housing levels and types, including the special
housing comprised of protective housing units (PHU) and security housing units (SHU).
This table contains data identified in the Blueprint. If attributed solely to the changes in
the ICSS, the projections do not support the predicted inmate movement from one level
to another. For example, the level II numbers were predicted to increase by over 7,000
inmates by 2015, instead the projections predict a drop of almost 8,000 level II inmates
from December 31, 2011, to June 30, 2015.
Projected Placement Needs for Male Inmate Population in Blueprint
Recept Level Level Level Level Special Housing Total
Date Cntr I II III IV PHU SHU Total Pop
9/30/11* 23,116 21,558 37,395 34,888 28,767 12 5,617 5,629 151,353
12/31/11* 15,911 19,864 35,426 33,930 28,752 12 5,649 5,661 139,544
6/30/12 9,583 15,158 32,688 35,571 29,098 13 5,243 5,256 127,354
6/30/13 9,228 12,681 29,863 36,028 29,537 12 4,702 4,714 122,051
6/30/14 8,645 12,266 28,225 36,341 29,631 12 4,515 4,527 119,635
6/30/15 8,457 12,040 27,628 36,195 29,516 12 4,404 4,416 118,252
6/30/16 8,372 12,383 27,461 35,975 29,403 13 4,328 4,341 117,935
6/30/17 8,329 12,719 27,761 35,933 29,419 13 4,237 4,250 118,411
* Actual
The following table provides updated actual inmate population counts through December
31, 2012, as well as updated inmate population projections.20 Because the data predicts an
increase in level II beds, this updated table is more in line with the Blueprint which stated
the changes in the ICSS would cause an increase of over 7,000 level II beds. The updated
data also predicts a lower need for level III and level IV beds than was previously
projected which is more consistent with what was stated in the Blueprint narrative.
20 The updated inmate population data was provided by CDCR.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 16
Office of the Inspector General State of California
Updated Projected Placement Needs for Male Inmate Population
Recept Level Level Level Level Special Housing Total
Date Cntr I II III IV PHU SHU Total Pop
9/30/11* 23,116 21,558 37,395 34,888 28,767 12 5,617 5,629 151,353
12/31/11* 15,911 19,864 35,426 33,930 28,752 12 5,649 5,661 139,544
6/30/12* 11,523 16,041 31,545 34,570 29,361 13 5,776 5,789 128,829
12/31/12* 10,135 15,411 37,008 32,541 26,151 14 5,749 5,763 127,009
6/30/13 9,681 12,764 38,557 31,922 24,971 14 5,037 5,051 122,946
6/30/14 9,503 12,233 42,217 30,975 22,143 14 4,606 4,620 121,691
6/30/15 9,039 12,842 41,972 31,442 22,347 14 4,472 4,486 122,128
6/30/16 9,142 13,112 42,019 31,748 22,602 14 4,340 4,354 122,977
6/30/17 9,040 13,580 42,427 31,986 22,918 13 4,251 4,264 124,215
6/30/18 9,055 13,963 42,954 32,126 23,170 13 4,144 4,157 125,425
* Actual
The following table displays the differences between the projections identified when the
Blueprint was published and the updated projections which show the inmate population
increasing slightly over the previous projections. The difference in projections shows a
higher need for level II housing and a lower need for level III and level IV housing than
previously projected. These projections provide better support for the changes in
movement caused by the changes in the ICSS than the projections identified in the
Blueprint. We do not know at this time if the department has determined an impact to the
comprehensive housing plan if these updated projections are realized. We will follow up
on this issue in our next report.
Differences Between Updated Placement Needs and Those in Blueprint
Recept Level Level Level Level Special Housing Total
Date Cntr I II III IV PHU SHU Total Pop
9/30/11* 0 0 0 0 0 0 0 0 0
12/31/11* 0 0 0 0 0 0 0 0 0
6/30/12* 1,940 883 -1,143 -1,001 263 0 533 533 1,475
6/30/13 453 83 8,694 -4,106 -4,566 2 335 337 895
6/30/14 858 -33 13,992 -5,366 -7,488 2 91 93 2,056
6/30/15 582 802 14,344 -4,753 -7,169 2 68 70 3,876
6/30/16 770 729 14,558 -4,227 -6,801 1 12 13 5,042
6/30/17 711 861 14,666 -3,947 -6,501 0 14 14 5,804
* Actual
Initial Report on CDCR’s Progress Implementing the Blueprint Page 17
Office of the Inspector General State of California
GANG MANAGEMENT
The Blueprint stated that the department commissioned a study in 2007 entitled “Security
Threat Group Identification and Management” performed by the California State
University, Sacramento. The Blueprint identified several measures recommended as a
result of that study and stated the department could now begin a careful implementation
of the recommendations, due to the reductions in crowding and offender movement
coupled with changes in the ICSS.
The study recommended the department employ several measures, including offering
graduated housing, a step-down program for inmates, support and education for
disengaging from gangs, a weighted point system for gang-validation, specific use of
segregated housing, and social value programs in preparation for the inmate’s return to
the community. The Blueprint states the department is commencing new targeted and
programmatic strategies to minimize the negative impacts of gangs in its prisons. Since
the Blueprint was launched prior to the department establishing its pilot program for gang
management, it did not include any target dates or certain benchmarks to be achieved.
However, we plan to monitor the department’s progress of its pilot program and key
areas included in its plan.
Security Threat Group – Gang Management Program
To combat gangs, the department has historically identified gangs with the greatest
propensity for violence and has separated the offenders from the general inmate
population by placement into a security housing unit.21 The department’s policy for
identifying prison-based gang members and associates and isolating them from the
general population is to be replaced with a new model that identifies, targets, and
manages Security Threat Groups (STG)22 and utilizes a behavior-based Step Down
Program (SDP) for validated affiliates.23 This new 24-month pilot program entitled
“Security Threat Group Identification, Prevention, and Management Instructional
Memorandum” (STG Plan) allows gang affiliates an opportunity to work their way from
21 California Code of Regulations (CCR), Title 15, section 3341.5 (c), provides for “an inmate whose
conduct endangers the safety of others or the security of the institution” to be housed in a security housing
unit. Inmates may be placed in a SHU for either a determinate or an indeterminate term. Inmates sentenced
to a determinate term in security housing units are those who have been found guilty through a formal
disciplinary process to have committed one or more of specified serious offenses ranging from murder to
threatening institution security. CCR, Title 15, section 3341.5(c)(2)(A)(2), in contrast, specifies an
indeterminate SHU term for validated prison gang members and associates, who are deemed “a severe
threat to the safety of others or the security of the institution.”
22 The term Security Threat Group will generally replace the terms prison gang, disruptive group, and/or
street gang within CDCR.
23 Affiliates are individual offenders (inmates) identified as “members,” “associates,” or “monitored,” who
are connected or interact with a certified Security Threat Group.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 18
Office of the Inspector General State of California
a restricted program back to the general population by demonstrating a willingness and
commitment to discontinue gang activity during their incarceration. This new policy
addresses validated affiliates with indeterminate SHU terms. It does not address inmates
with determinate SHU terms (inmates in SHU for non-gang related behavior).
The STG Plan was approved by the OAL and became effective on October 18, 2012. In
October 2012, the department issued an instructional memorandum for the
implementation of the STG Plan, defining staff responsibilities and establishing a
comprehensive process for the prevention, identification, and management of security
threat groups and individual affiliates within CDCR. The department identified several
revisions in the new STG Plan, including the following key areas:
Prevention - Incorporation of an STG prevention program for offenders during the
intake process and an orientation process for validated affiliates classified to
participate in the SDP;
Step Down Program - Implementation of an incremental four-year STG Step
Down Program, replacing the six-year inactive review process for validated
affiliates. The SDP is to provide graduated housing, enhanced programs,
interpersonal interactions, and include privilege and personal property
enhancements for participating STG affiliates;
STG Disciplinary Matrix - A new behavior-based system that includes an STG
behavior-based disciplinary matrix to provide for additional procedural due
process safeguards and a system of individual accountability for validated
affiliates; and,
Validation – Evaluation of offenders for validation using a weighted point system,
requiring three independent source items (totaling at least 10 points) and a direct
link (of at least one source item), where required.
The department initiated Phase I of the STG Plan by conducting case-by-case reviews for
currently validated affiliates housed in SHU facilities.24 As part of the review, the
Departmental Review Board (DRB) determines an inmate’s appropriate placement and/or
retention within the SHU, an SDP, or potential release to general population.
As described in the department’s October 2012 STG Plan, inmates serving an
indeterminate SHU term due to their gang validation (prior to the STG Plan) shall be
provided a DRB hearing. The DRB will conduct an assessment of the preceding four
years to determine the existence of on-going STG behavior by the inmate. These inmates
24 As of January 4, 2013, the department operated five security housing units with a population of 2,415
validated prison gang members and associates. These units are located at the California Correctional
Institution; California Institution for Women; California State Prison, Corcoran; California State Prison,
Sacramento; and Pelican Bay State Prison. The total statewide population of validated affiliates is 2,956,
including those housed in administrative segregation units, reception centers, condemned housing, and
California Out-of-State Correctional Facilities.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 19
Office of the Inspector General State of California
will be classified as “inactive-monitored status affiliates” (i.e. a validated affiliate
released from SHU concurrent to the implementation of the SDP through a case-by-case
review) upon their release from SHU facilities. The table below identifies the validated
affiliate inmate populations at each institution within CDCR.
Validated Affiliate Inmate Populations
Documents from the department show that through February 21, 2013, the DRB had
reviewed a total of 144 cases at the five SHU facilities. Of the 144 cases reviewed, the
department approved 75 inmates for release to general population (Step 5) and placed 52
inmates in Steps 1, 2, 3, or 4 of the SDP. The remaining inmates were retained in the
SHU due to safety concerns or debriefing.
Summary of Outcomes from Case-by-Case Reviews
Outcome of DRB Hearing Number of Inmates
SDP – Step 1 16
SDP – Step 2 20
SDP – Step 3 10
SDP – Step 4 6
Release to GP - Step 5 75
Retain in SHU/Debriefing 17
Totals 144
Source: CDCR – Data as of February 21, 2013
The department planned to implement new privileges effective February 1, 2013, for
inmates in the SDP. These privileges are to include various program and educational
Initial Report on CDCR’s Progress Implementing the Blueprint Page 20
Office of the Inspector General State of California
components, corresponding to their assigned step. Phase II of the STG pilot plan was
scheduled to commence on March 1, 2013. In addition, the department reports that
inmates currently housed in administrative segregation awaiting transfers to SHU
facilities are also being re-evaluated for possible inclusion in the SDP, which may avert
them going to the SHU at all. This is a commendable proactive measure to implement the
SDP goal.
The department has met its benchmark of beginning implementation of the 24-month
STG pilot plan in FY 2012/13. We will continue to monitor the progress of the measures
included in its plan as they proceed with Phase II of the STG pilot plan.
Gang Management Program - Miscellaneous Benchmarks
The Blueprint states the department cancelled a proposed project for 50 exercise yards for
gang members at the California Correctional Institution which was estimated to cost $2.9
million. We confirmed the project was eliminated from the proposed budget.
As illustrated in the security housing unit table below, the current design capacity for
SHU beds increased to 2,994 beds with the Blueprint plan. Prior to the Blueprint, the
department projected a higher increased need for SHU facilities, but now projects an
overall reduction of SHU beds after completion of the regulations and the case factor
reviews scheduled for completion by October 2014. Future reports will track the actual
SHU bed populations.
Security Housing Unit – Population Data25
4/25/12 Design 4/25/12 Inmate
Design Capacity Staffed Capacity Population as of
Institution Capacity Before Population
In Blueprint In Blueprint 2/13/13
Blueprint Before Blueprint
California Correctional Institution 316 771 810 968 760
California Institution for Women 0 0 60 60 0
California State Prison, Corcoran 1,000 1,390 1,004 1,208 1,369
California State Prison, Sacramento 0 0 64 77 0
Pelican Bay State Prison 1,184 1,030 1,056 1,276 927
Total 2,500 3,191 2,994 3,589 3,056
25 The design capacity before the Blueprint was from a CDCR population report with data as of April 25,
2012. The design and staffed capacities in the Blueprint are from Appendix B of the Blueprint. The inmate
population is from a CDCR population report with data as of February 13, 2013.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 21
Office of the Inspector General State of California
COMPREHENSIVE HOUSING PLAN
The department updated its comprehensive housing plan and incorporated the
components identified in the Blueprint. Those components include changes to the inmate
classification score system creating anticipated changes in housing and population
density levels, construction, renovations, conversions, activations, closures, and changes
to contract beds and fire camp population. The results of the comprehensive housing plan
are primarily summarized in Appendix B of the Blueprint at the institution level.
Institution Housing Plans
The institution housing plans identify design and staff capacity as well as the custody
level and program assignment for each housing unit at each institution. Since neither the
housing plans nor the narrative identify an implementation date, for the purposes of our
review, we assumed that the institution housing plans became effective when the
Blueprint was approved which was when the Budget Act was signed.
The Blueprint does not provide the detail regarding the housing plans prior to the
Blueprint changes. Therefore, we do not have a starting point to the level of detail that the
new housing plans provide. This is critical because although we are attempting to monitor
monthly activation/deactivation plans, some of the plans we have reviewed call for an
activation of a housing unit to the custody level and program assignment consistent with
what is already in the housing plan in the Blueprint. For example, a February 11, 2013,
memorandum called for Facility A at Ironwood State Prison (ISP) to be converted from a
level IV sensitive needs yard to a level III sensitive needs yard. The Blueprint housing
plan already identified Facility A at ISP as a level III sensitive needs yard.
Because of a lack of “before Blueprint” data, we relied primarily on the institutions’ shift
count reports and departmental population data to determine whether housing units are
being used in accordance with the Blueprint housing plans. We did not attempt to
reconcile the housing plans to the program assignment level but rather to the custody
levels.
The OIG collected “positive shift count” reports at each institution.26 Although those
reports do not identify custody level and program assignment, they do provide inmate
population counts for each housing unit. We were then able to determine whether inmates
are being housed at each housing unit within a level reasonably consistent with the level
identified in the housing plan. We found that the inmate housing is consistent with the
housing plan in most instances. There were a couple of institutions (California
26 “Positive shift count” reports are reports generated at each prison at standard intervals throughout each
day. The reports contain data of the number of inmate counts in each housing unit within each facility or
major yard and at each prison. The reports also identify the number of inmates either off grounds or at
special areas of the prison such as being out to court, out to a medical appointment, at education, or in the
administration building.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 22
Office of the Inspector General State of California
Rehabilitation Center and California State Prison, San Quentin) where some of the
housing units have been closed at least temporarily.
We used a download of electronic population data to compare the current population by
security level at each institution with the security level capacities identified in the
Blueprint housing plans. The data also contained detailed information regarding program
types. This approach provided validation that the housing of inmates is consistent with
the housing plans identified in the Blueprint as the plan relates to the inmate population
levels by both housing levels and program types.
Appendix B of this report provides a detailed comparison of the capacities identified in
the Blueprint for each institution at the housing unit level and the comparisons we
performed during our review. The few discrepancies found are noted on each institution’s
respective summary sheet wherever applicable.
Housing Plan – Miscellaneous Benchmarks
There were several specific components identified in the Blueprint that were related to
the comprehensive housing plan. The following describes those components and includes
their status resulting from our review.
Current Design Capacity: The Blueprint housing plan revisions and changes in inmate
population prompted the conversion of beds at two sites and the scheduled closure of
another. They also prompted the conversion of the housing of reception center beds to
general population beds. (The detail of reception center and general population beds is
captured in Appendix B of this report.) The changes also prompted the decline in eligible
inmates for the fire camp inmate population.
The Blueprint identified the conversion of Valley State Prison for Women to a male
facility by the summer of 2013. The phased-in conversion began in October 2012 and
was completed sooner than the Blueprint benchmark. This is noted by the inmate
population reports showing that by February 2013, no female inmates were being housed
at the renamed Valley State Prison (VSP) and 2,149 male inmates were housed there. The
department expects the inmate population at VSP to be at its capacity level (2,838) by
June 27, 2013.
The Blueprint identified the conversion of the former Folsom Transitional Treatment
Facility into dorms used for housing female inmates (to be named the Folsom Women’s
Facility). The conversion was scheduled to take place in 2013. Departmental
memorandums indicated the activation of the Folsom Women’s Facility was to begin
December 3, 2012, as inmates were scheduled to arrive that day. Inmate population
reports27 indicate the activation began in January 2013, well within the Blueprint
27 CDCR population report with data as of January 23, 2013, contains the first population count of female
inmates at Folsom Women’s Facility.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 23
Office of the Inspector General State of California
benchmark. As of February 13, 2013, the population reports identified 144 inmates
housed in a dorm designed to house 203 inmates, and the Blueprint28 calls for the
activation of two dorms designed to house a total of 403 inmates. Pending construction is
scheduled to be completed by June 28, 2013. The goal of complete occupation by the end
of 2013 appears achievable.
The Blueprint also identified the planned closure of the California Rehabilitation Center
(CRC). The plan identified its closure to be completed by June 2016. While it is very
early to monitor this item, the CRC inmate population was at 3,820 inmates when the
Blueprint was published and the inmate population was 3,404 inmates as of February 13,
2013. This project will continue to be monitored.
The Blueprint stated there would be a decline in inmates eligible for the department’s fire
camp population. The detail in its Appendix G identified a projected inmate population
decline from 4,480 to its projected baseline of 2,500 by June 27, 2013.
Inmate Population – CDCR Fire Camps
Timeline Projected Actuals
6/27/12 4,480 4,043
12/27/12 3,800 3,760
2/13/13 3,662
6/27/13 2,500
The department has reached the 2012 benchmarks and its position is that it will reach its
baseline benchmark as well. However, the rate of population decline from the previous
benchmarks and a recent population report29 indicate they may not meet the next fire
camp reduction benchmark. Additionally, the Blueprint provided no schedule of fire
camp closures so the only reduction activity being monitored is population levels.
New Construction: Two specific construction projects underway at the department were
identified in the Blueprint: the California Health Care Facility (CHCF) in Stockton to be
activated by the summer of 2013, and an annex to the CHCF was being constructed. The
annex would be built over the former DeWitt Nelson Youth Correctional Facility and
completed by June 2014.
Our review found the construction of the CHCF is on schedule to be completed July 2013
with activation immediately following. The facility is slated to be fully operational by
December 2013. The construction of the DeWitt Nelson Correctional Annex is on
28 CDCR population report with data as of February 13, 2013.
29 The CDCR population reports identified on the table are respectively from data as of June 27, 2012,
December 26, 2012, and February 13, 2013.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 24
Office of the Inspector General State of California
schedule to be completed in the spring of 2014 with the activation immediately
following.
Infill Construction: The Blueprint identified some infill construction projects due to a
higher need for level II housing. The projects identified include the DeWitt Nelson
Correctional Annex and the construction of three new facilities to house approximately
800 inmates each to be built at existing facilities. The status of the DeWitt Nelson
Correctional Annex is discussed above. The following provides the status of the three
other infill projects.
Senate Bill 1022 (Chapter 42, Statutes of 2012) authorized the design and construction of
three level II facilities adjacent to one or more of the following facilities:
California Institution for Men
California Medical Facility
California State Prison, Sacramento
California State Prison, Solano
Folsom State Prison
Mule Creek State Prison
Richard J. Donovan Correctional Facility
The Public Works Board took action on September 11, 2012, to authorize the 800-bed
infill projects with two slated to be built at Mule Creek State Prison (1,600 beds), and one
at the Richard J. Donovan Correctional Facility (800 beds). However, in December 2012,
the Notice of Preparation of an Environmental Impact Report (EIR) regarding the
proposed projects included proposals for evaluations at all seven institutions. Scoping
hearings took place in mid to late January 2013 and formal written comments were due in
early February 2013. The final EIR is estimated to be available in early Fall 2013 with
approval of the final three sites following the report. The preliminary construction
completion date is estimated at March 2016.
Contract Capacity: The Blueprint articulates the department’s plan to eliminate out-of-
state contracted inmate beds by June 30, 2016. The plan is also to reestablish up to 1,225
additional community correctional facility (CCF) beds once the out-of-state inmates
return. The Blueprint projected an out-of-state inmate population drop from 9,588
inmates on June 27, 2012, to 8,988 inmates by June 27, 2013. As of February 13, 2013,
that population was at 8,790 inmates (already lower than the June 27, 2013 benchmark).
As of yet, there has been no increase in the number of CCF contract beds, which is
anticipated to occur sometime prior to June 30, 2016, in conjunction with the elimination
of the out-of-state housing. As of February 13, 2013, the department had 600 CCF
contract beds housing a population of 583 inmates.
Population Density Levels: The Blueprint identified some projections regarding male
inmate population density levels, but there are no goals or benchmarks to monitor. Once
the department has completed their annual classification reviews of each inmate
incorporating the new ICSS scoresheets, the OIG will begin monitoring density levels
Initial Report on CDCR’s Progress Implementing the Blueprint Page 25
Office of the Inspector General State of California
and comparing with projections in the Blueprint. The annual reviews are anticipated to be
completed by July 2013.
Health Care: Although the Blueprint narrative did not identify the following projects in
the “Housing” section, they were identified in Appendix B where the housing plans for
each institution are summarized. They were also identified in the “Health Care” section
of the Blueprint where it identified a completion date of January 1, 2013, for the
following three licensed facilities containing a total of 159 beds for inmates in need of
crisis, intermediate, and acute mental health care services.
The licensed 45-bed facility at the California Institution for Women was
completed and became fully operational in June 2012. The new licensed facility
provides health care to inmates in need of intermediate or acute mental health
services.
The licensed 64-bed facility at the California Medical Facility was completed and
became fully operational in March 2012. The new licensed facility provides
health care to inmates in need of intermediate mental health care.30
The licensed 50-bed facility at the California Men’s Colony is not yet completed
and thus, has surpassed the January 1, 2013, completion benchmark. The planned
licensed facility will provide health care to those in need of crisis mental health
care. The facility was originally projected to be completed by November 2012,
but CDCR reports that due to unforeseen site conditions including hazardous
materials, design errors and poor contractor performance, it is now expected to be
completed between June and September 2013.
Housing Plan – Global Benchmarks
The department is under federal court order to reduce overcrowding to 137.5 percent of
overall design-bed capacity. The deadline for reaching that goal has now been extended
to December 2013. The department is seeking to have the goal reset to 145 percent in
order to help achieve the Blueprint goals. 31 If the department is unsuccessful, it may
require alternative actions such as continuing out-of-state inmate incarceration.
30 Although the facility was operational almost a full month before the Blueprint was published, the OIG
was assured that this was one of the three projects referred to in the Blueprint; however, it was not removed
from the narrative because the Blueprint document was in its final review stage.
31 The overcrowding rates are from Appendix G of the Blueprint.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 26
Office of the Inspector General State of California
CONCLUSION
The department has demonstrated good initial progress in implementing its Blueprint
goals. The following summaries provide the status of each major category:
Various rehabilitation measures have been established or are in development. The
major goal of increasing the percentage of inmates served in rehabilitative
programs to 70 percent of the department's target population prior to their release
still has yet to be met. The Blueprint identified no benchmark, but the
department’s internal goal to achieve that mark is June 2015. Currently they
report 14 percent of its target population is receiving all its rehabilitative needs
met and 29 percent of its target population have had some of their rehabilitative
needs met. Also, they have many variables working against the progress including
the setback of their case management pilot in terms of participants. That case
management system is key to getting the right offender at the right program
(reentry hubs) at the right time.
In terms of program slots, we found that 90 percent of the academic education
programs are operational, 74 percent of the career technical education programs
are operational, and 96 percent of the substance abuse treatment slots are filled.
They struggled most to implement career technical education programs to the
levels of the established goals and have even more to implement in the FY
2013/14 in which they will face many of the same obstacles. The pre-employment
transition programs have not been established and they have other miscellaneous
programs slated to be established in FY 2013/14.
There are many programs that need to be implemented or established at the same
time which can cause difficulty in successful or timely implementation. New
regulations implemented to assess inmates’ needs should provide more data to
help the department meet its rehabilitation goals. The department is making
progress but this may be the area with the most challenges.
The department has established and is adhering to the standardized staffing model
at each institution. The staffing model appears to have been well-planned out and
appears to have been implemented appropriately. It appears the staffing is in
accordance with the Blueprint levels.
The department has established and is adhering to the new inmate classification
score system. The emergency regulations were approved timely, which changed
the inmate classification scoring threshold for male inmates. The new
classification score sheets are being used by departmental staff. Although it is too
early to see the effects of the change in the classification score system, the
changes appear to have been implemented in accordance with the Blueprint goals,
and trending toward overall reduction in higher-level inmate placements.
Although there were no benchmarks identified in the Blueprint, the department
established the new prison gang management system in October 2012 and is
Initial Report on CDCR’s Progress Implementing the Blueprint Page 27
Office of the Inspector General State of California
undergoing a 24-month pilot to implement and assess the new procedures. The
pilot program is underway and inmates are being assessed for the SDP. However,
the department has expressed that the deliberate pace is directly related to the
most violent and sophisticated STG members and associates as the department
implements this pilot program with caution to enhance safety and security. We
will continue to monitor the progress.
The department has implemented and is adhering to the comprehensive housing
plan described in the Blueprint. The department is housing inmates, for the most
part, at levels established in the Blueprint. Additionally, thus far, the construction
projects identified in the Blueprint have been completed within the time frames
identified. There are still a few large-scale construction projects that need to be
completed, but those appear to be on schedule and we will continue to monitor the
progress.
As noted above, the department has demonstrated progress in implementing its Blueprint
goals but considerable progress is still needed to realize the rehabilitation goals and to
achieve the benefits of the changes in the ICSS score thresholds and the changes to the
new gang management system.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 28
Office of the Inspector General State of California
APPENDICES
Appendix A – Standardized Staffing
Appendix B – Housing Plans
Appendix C – Programming Plans
Initial Report on CDCR’s Progress Implementing the Blueprint Page 29
Office of the Inspector General State of California
APPENDIX A – STANDARDIZED STAFFING
The following pages display the information we summarized using the standardized
staffing plans identified in the Blueprint and comparing them with payroll data. The
staffing plans identified a few specific position classifications, but mainly displayed the
positions in major categories for each institution.
When performing our comparison against payroll data, we attempted to display the
information similar to the staffing plans in the Blueprint. Primarily in the administrative
reporting units for each institution, we placed the payroll information in the category or
categories where they best appeared to apply. Therefore, the data is not guaranteed to be
in the precise category for some of the administrative type positions. One other item of
note relates to the Enterprise Information Systems (EIS) positions. While the institutions
average between four to five positions per site, they pertain to the headquarters’ payroll.
Therefore, for the purposes of this exercise, we added them in as “filled” positions at the
capacity in which they are displayed in the Blueprint. Since in total, they only account for
145 positions, we considered this amount negligible for this review. Nevertheless, we
will attempt to acquire more precise information in the next review.
Also, the department was allowed to move positions among the institutions, but they
were mandated to conform to the departmental total. The totals are those identified in the
Blueprint plus an additional 333 positions that were identified by the Department of
Finance due to a revision in the calculation of unallocated relief coverage. The most
current budget information CDCR provided, SSV5, contains 252 positions less in total
(40,225.4 positions) than was authorized, so there is still some minor reconciliation that
needs to be completed in terms of budgeted positions. For the purposes of our review, we
compared the payroll information against the lower budgeted number because that
incorporated the detailed changes per institution. We will still seek to reconcile the
positions with the department so that they account for the discrepancies.
The first page of Appendix A displays a statewide summary of the numbers the Blueprint
contained for each institution and compares it with the budget positions since they should
match in total. The summary also contains the number of filled positions on the payroll34
for each institution and displays the difference between the filled positions and those
budgeted.35 The subsequent pages in Appendix A provide the individual detail for each
institution.
34 The payroll data was obtained directly from the department which uses a system maintained by the State
Controller’s Office named the Management Information Retrieval System (MIRS).
35 The filled position data at each prison does not contain medical position data (with the exception of
custody health care access positions). The medical positions were not included in the Blueprint as part of
the standardized staffing plan.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 30
Office of the Inspector General State of California
APPENDIX A: STANDARDIZED STAFFING
Standardized Staffing - Statewide Summary
DOF
Diff Diff of
Budget CDCR
Between Filled &
Blueprint Authority Budgets
Budget CDCR
Institution Jul 2011 July 2013 July 2013 July 2013 Authority * Filled Budget
Avenal State Prison 1,437.4 1,306.8 1,318.3 1,310.5 -7.8 1,120.0 -190.5
California Correctional Center 1,088.6 987.8 996.6 969.3 -27.3 861.0 -108.3
California Correctional Institution 1,893.7 1,578.7 1,599.4 1,612.2 12.8 1,483.0 -129.2
California Institution for Men 1,791.9 1,330.2 1,354.6 1,427.2 72.6 1,190.0 -237.2
California Institution for Women 826.9 798.8 799.9 735.5 -64.4 714.0 -21.5
California Medical Facility 1,291.6 1,283.0 1,298.7 1,260.4 -38.3 1,157.0 -103.4
California Men's Colony 1,716.4 1,486.8 1,511.0 1,486.9 -24.1 1,343.0 -143.9
California Rehabilitation Center 1,143.3 1,150.7 1,168.0 1,107.1 -60.9 968.0 -139.1
California State Prison, Corcoran 1,846.8 1,737.7 1,754.5 1,798.5 44.0 1,660.0 -138.5
California State Prison,
Los Angeles County 1,385.6 1,247.8 1,247.8 1,261.0 13.2 1,136.0 -125.0
California State Prison, Sacramento 1,423.8 1,394.8 1,410.7 1,491.6 80.9 1,360.0 -131.6
California State Prison, San Quentin 1,675.2 1,594.1 1,622.6 1,524.9 -97.7 1,410.0 -114.9
California State Prison, Solano 1,133.3 1,095.8 1,103.4 1,114.2 10.8 994.0 -120.2
California Substance Abuse Treatment
Facility and State Prison, Corcoran 1,744.1 1,625.5 1,635.6 1,661.2 25.6 1,533.0 -128.2
Calipatria State Prison 1,123.3 1,090.9 1,095.6 1,089.1 -6.5 990.0 -99.1
Centinela State Prison 1,118.3 1,116.2 1,112.7 1,098.3 -14.4 1,023.0 -75.3
Central California Women's Facility 954.3 855.9 861.0 900.0 39.0 788.0 -112.0
Chuckawalla Valley State Prison 809.9 784.7 790.1 788.6 -1.5 647.0 -141.6
Correctional Training Facility 1,544.8 1,339.8 1,362.7 1,250.9 -111.8 1,106.0 -144.9
Deuel Vocational Institution 1,184.5 908.2 916.6 885.3 -31.3 771.0 -114.3
Folsom State Prison 921.1 843.0 854.4 848.6 -5.8 792.0 -56.6
Folsom Women's Facility 0.0 70.4 70.4 79.7 9.3 0.0 -79.7
High Desert State Prison 1,270.5 1,250.0 1,259.5 1,261.9 2.4 1,074.0 -187.9
Ironwood State Prison 1,084.3 1,052.8 1,046.5 1,019.4 -27.1 927.0 -92.4
Kern Valley State Prison 1,548.0 1,390.2 1,402.4 1,435.1 32.7 1,320.0 -115.1
Mule Creek State Prison 1,032.9 1,061.6 1,056.7 1,080.6 23.9 1,000.0 -80.6
North Kern State Prison 1,407.1 1,219.7 1,230.3 1,232.2 1.9 1,099.0 -133.2
Pelican Bay State Prison 1,370.2 1,361.0 1,375.3 1,424.4 49.1 1,244.0 -180.4
Pleasant Valley State Prison 1,302.1 1,246.0 1,244.7 1,241.5 -3.2 1,085.0 -156.5
Richard J. Donovan Correctional Facility 1,425.6 1,295.1 1,295.6 1,312.8 17.2 1,190.0 -122.8
Salinas Valley State Prison 1,410.7 1,370.5 1,381.9 1,377.0 -4.9 1,273.0 -104.0
Sierra Conservation Center 1,041.6 1,030.6 1,040.4 969.1 -71.3 890.0 -79.1
Valley State Prison 882.9 889.1 894.3 836.1 -58.2 729.0 -107.1
Wasco State Prison 1,525.4 1,350.0 1,365.1 1,334.3 -30.8 1,191.0 -143.3
TOTALS 43,356.1 40,144.2 40,477.3 40,225.4 -251.9 36,068.0 -4,157.4
Initial Report on CDCR’s Progress Implementing the Blueprint Page 31
Office of the Inspector General State of California
APPENDIX A: STANDARDIZED STAFFING
AVENAL STATE PRISON
Standardized * DOF Budget Budgets V. 5.0 - Difference Between
Staffing From MIRS
Staffing Category Classification Staffing July 2011 Staffing Totals July Authority Totals July Standardized Staffing Actual and DOF
Data as of 2/8/13
2013 2013 Totals July 2013 Budget as of 2/8/13
Management Warden 1.0 1.0 1.0 1.0 0.0 -1.0
Chief Deputy 1.0 1.0 1.0 1.0 1.0 0.0
Assoc. Warden 6.0 6.0 6.0 5.0 3.0 -3.0
Captain 8.0 5.0 5.0 5.0 5.0 0.0
Custody Lieutenant 33.9 32.4 32.3 33.4 29.0 -3.3
Sergeant 98.5 87.8 88.8 88.4 72.0 -16.8
Officer 765.1 690.3 703.9 697.2 641.0 -62.9
Correctional Counselor CCIII 2.0 2.0 2.0 1.0
CCII 14.0 9.0 9.0 10.0 35.0 -7.0
CCI 39.3 30.0 31.0 29.0
Support Services Total PY 175.7 142.0 142.0 140.0 114.0 -28.0
Canteen Total PY 10.0 10.0 10.0 10.0 9.0 -1.0
Food Services Total PY 46.1 38.8 38.8 40.0 32.0 -6.8
Personnel Total PY 21.6 22.0 21.0 21.0 13.0 -8.0
Plant Operations Total PY 57.7 64.0 62.0 65.0 39.0 -23.0
Enterprise Information Systems (EIS) Total PY 6.0 6.0 5.0 5.0 5.0 0.0
Education Total PY 47.0 50.0 50.0 50.0 36.0 -14.0
Vocation Total PY 16.0 19.0 19.0 20.0 14.0 -5.0
Dental Total PY 49.5 39.0 39.0 39.0 37.0 -2.0
Mental Health Total PY 39.0 51.5 51.5 49.5 35.0 -16.5
Custody Subtotal 968.8 864.5 880.0 871.0 786.0 -94.0
Non Custody Subtotal 317.1 282.8 278.8 281.0 212.0 -66.8
Inmate Programs Subtotal 63.0 69.0 69.0 70.0 50.0 -19.0
Health Care Subtotal 88.5 90.5 90.5 88.5 72.0 -18.5
Institution Total 1,437.4 1,306.8 1,318.3 1,310.5 1,120.0 -198.3
* DOF Budgeted Authority – Refers to the positions for the Blueprint authorized by the Department of Finance (DOF). The numbers were obtained from DOF and differ slightly from the
original numbers in the Blueprint due to minor adjustments of unallocated positions related to relief coverage and ratio positions.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 32
Office of the Inspector General State of California
APPENDIX A: STANDARDIZED STAFFING
CALIFORNIA CORRECTIONAL CENTER
Budgets V. 5.0 - Difference
Standardized * DOF Budget Staffing From
Standardized Between Actual
Staffing Category Classification Staffing July 2011 Staffing Totals July Authority Totals MIRS Data as of
Staffing Totals July and Budgeted as
2013 July 2013 2/8/13
2013 of 2/8/13
Management Warden 1.0 1.0 1.0 1.0 0.0 -1.0
Chief Deputy 1.0 1.0 1.0 1.0 1.0 0.0
Assoc. Warden 5.0 5.0 5.0 4.0 4.0 -1.0
Captain 7.0 6.0 6.0 5.0 5.0 -1.0
Custody Lieutenant 45.1 20.4 20.3 37.0 20.0 -0.3
Sergeant 82.3 81.0 81.9 74.4 45.0 -36.9
Officer 566.5 500.6 508.6 459.2 494.0 -14.6
Correctional Counselor CCIII 1.0 1.0 1.0 1.0
CCII 7.0 7.5 7.5 9.0 33.0 0.5
CCI 35.1 23.0 24.0 29.0
Support Services Total PY 127.5 128.5 126.5 92.0 -36.5
Support Services (Camps) Total PY 8.0 8.0 12.0 11.0 3.0
Canteen Total PY 9.0 9.0 9.0 9.0 13.0 4.0
Canteen (Camps) 1.0 1.0 1.0 1.0 0.0 -1.0
Food Services Total PY 25.6 24.8 24.8 29.2 21.0 -3.8
Food Services (Camps) 3.0 3.0 3.0 3.0 0.0 -3.0
Personnel Total PY 18.4 19.0 18.0 18.0 14.0 -4.0
Plant Operations Total PY 55.0 53.0 53.0 53.0 37.0 -16.0
Plant Operations (Camps) 2.0 3.0 3.0 3.0 0.0 -3.0
Enterprise Information Systems (EIS) Total PY 6.0 6.0 5.0 5.0 5.0 0.0
Education Total PY 29.0 31.0 31.0 33.0 22.0 -9.0
Vocation Total PY 8.0 11.0 11.0 11.0 7.0 -4.0
Dental Total PY 35.5 34.0 34.0 34.0 31.0 -3.0
Mental Health Total PY 3.0 11.0 11.0 11.0 6.0 -5.0
Custody Subtotal 751.0 646.5 656.3 620.6 602.0 -54.3
Non Custody Subtotal 262.1 254.3 253.3 259.7 193.0 -60.3
Inmate Programs Subtotal 37.0 42.0 42.0 44.0 29.0 -13.0
Health Care Subtotal 38.5 45.0 45.0 45.0 37.0 -8.0
Institution Total 1,088.6 987.8 996.6 969.3 861.0 -135.6
* DOF Budgeted Authority – Refers to the positions for the Blueprint authorized by the Department of Finance (DOF). The numbers were obtained from DOF and differ slightly from
the original numbers in the Blueprint due to minor adjustments of unallocated positions related to relief coverage and ratio positions.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 33
Office of the Inspector General State of California
APPENDIX A: STANDARDIZED STAFFING
CALIFORNIA CORRECTIONAL INSTITUTION
Budgets V. 5.0 - Difference
Standardized * DOF Budget Staffing From
Standardized Between Actual
Staffing Category Classification Staffing July 2011 Staffing Totals July Authority Totals MIRS Data as of
Staffing Totals July and Budgeted as
2013 July 2013 2/8/13
2013 of 2/8/13
Management Warden 1.0 1.0 1.0 1.0 0.0 -1.0
Chief Deputy 2.0 1.0 1.0 1.0 1.0 0.0
Assoc. Warden 5.0 6.0 6.0 6.0 4.0 -2.0
Captain 8.0 8.0 8.0 8.0 8.0 0.0
Custody Lieutenant 42.7 30.5 30.4 36.0 33.0 2.6
Sergeant 131.9 96.0 97.1 96.8 82.0 -15.1
Officer 1,123.3 952.6 971.3 991.4 947.0 -24.3
Correctional Counselor CCIII 2.0 1.0 1.0 1.0
CCII 17.0 11.0 11.0 12.0 42.0 -1.0
CCI 47.9 30.0 31.0 31.0
Support Services Total PY 202.6 147.0 148.0 147.0 123.0 -25.0
Canteen Total PY 9.0 9.0 9.0 9.0 7.0 -2.0
Food Services Total PY 31.0 35.6 35.6 33.0 28.0 -7.6
Personnel Total PY 27.5 25.0 24.0 24.0 22.0 -2.0
Plant Operations Total PY 79.0 65.0 65.0 67.0 56.0 -9.0
Enterprise Information Systems (EIS) Total PY 6.0 6.0 6.0 5.0 5.0 -1.0
Education Total PY 38.0 40.0 40.0 35.0 28.0 -12.0
Vocation Total PY 10.0 12.0 12.0 13.0 10.0 -2.0
Dental Total PY 40.0 38.0 38.0 38.0 37.0 -1.0
Mental Health Total PY 69.8 64.0 64.0 57.0 50.0 -14.0
Custody Subtotal 1,380.8 1,137.1 1,157.8 1,184.2 1,117.0 -40.8
Non Custody Subtotal 355.1 287.6 287.6 285.0 241.0 -46.6
Inmate Programs Subtotal 48.0 52.0 52.0 48.0 38.0 -14.0
Health Care Subtotal 109.8 102.0 102.0 95.0 87.0 -15.0
Institution Total 1,893.7 1,578.7 1,599.4 1,612.2 1,483.0 -116.4
* DOF Budgeted Authority – Refers to the positions for the Blueprint authorized by the Department of Finance (DOF). The numbers were obtained from DOF and differ slightly from
the original numbers in the Blueprint due to minor adjustments of unallocated positions related to relief coverage and ratio positions.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 34
Office of the Inspector General State of California
APPENDIX A: STANDARDIZED STAFFING
CALIFORNIA INSTITUTION FOR MEN
Standardized * DOF Budget Budgets V. 5.0 - Difference Between
Staffing From MIRS
Staffing Category Classification Staffing July 2011 Staffing Totals July Authority Totals July Standardized Staffing Actual and Budgeted
Data as of 2/8/13
2013 2013 Totals July 2013 as of 2/8/13
Management Warden 1.0 1.0 1.0 1.0 0.0 -1.0
Chief Deputy 2.0 1.0 1.0 1.0 1.0 0.0
Assoc. Warden 7.0 6.0 6.0 6.0 5.0 -1.0
Captain 7.0 6.0 6.0 6.0 6.0 0.0
Custody Lieutenant 35.1 23.9 23.8 28.2 21.0 -2.8
Sergeant 130.1 108.8 110.0 97.4 80.0 -30.0
Officer 979.5 674.1 696.4 762.0 641.0 -55.4
Correctional Counselor CCIII 4.0 2.0 2.0 1.0
CCII 15.4 10.0 10.0 11.0 20.0 -19.0
CCI 56.9 26.0 27.0 31.0
Support Services Total PY 244.2 146.0 147.0 155.0 128.0 -19.0
Canteen Total PY 7.0 7.0 7.0 7.0 6.0 -1.0
Food Services Total PY 41.5 36.4 36.4 40.6 29.0 -7.4
Personnel Total PY 25.8 24.0 23.0 24.0 22.0 -1.0
Plant Operations Total PY 70.0 65.0 65.0 63.0 65.0 0.0
Enterprise Information Systems (EIS) Total PY 5.0 6.0 6.0 5.0 5.0 -1.0
Education Total PY 25.0 38.0 38.0 40.0 21.0 -17.0
Vocation Total PY 3.0 15.0 15.0 15.0 7.0 -8.0
Dental Total PY 37.0 35.0 35.0 38.0 33.0 -2.0
Mental Health Total PY 93.4 99.0 99.0 95.0 100.0 1.0
Custody Subtotal 1,238.0 858.8 883.2 944.6 774.0 -109.2
Non Custody Subtotal 395.5 284.4 284.4 294.6 255.0 -29.4
Inmate Programs Subtotal 28.0 53.0 53.0 55.0 28.0 -25.0
Health Care Subtotal 130.4 134.0 134.0 133.0 133.0 -1.0
Institution Total 1,791.9 1,330.2 1,354.6 1,427.2 1,190.0 -164.6
* DOF Budgeted Authority – Refers to the positions for the Blueprint authorized by the Department of Finance (DOF). The numbers were obtained from DOF and differ slightly from the
original numbers in the Blueprint due to minor adjustments of unallocated positions related to relief coverage and ratio positions.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 35
Office of the Inspector General State of California
APPENDIX A: STANDARDIZED STAFFING
CALIFORNIA INSTITUTION FOR WOMEN
Standardized * DOF Budget Budgets V. 5.0 - Difference Between
Staffing From MIRS
Staffing Category Classification Staffing July 2011 Staffing Totals July Authority Totals July Standardized Staffing Actual and Budgeted
Data as of 2/8/13
2013 2013 Totals July 2013 as of 2/8/13
Management Warden 1.0 1.0 1.0 1.0 1.0 0.0
Chief Deputy 1.0 1.0 1.0 1.0 1.0 0.0
Assoc. Warden 5.0 4.0 4.0 4.0 3.0 -1.0
Captain 5.0 3.0 3.0 4.0 3.0 0.0
Custody Lieutenant 25.5 19.8 19.7 23.2 20.0 0.3
Sergeant 63.3 60.4 61.1 55.8 45.0 -16.1
Officer 372.2 385.7 392.4 341.4 324.0 -68.4
Correctional Counselor CCIII 3.0 1.0 1.0 1.0
CCII 7.5 6.0 6.0 7.0 16.0 -1.8
CCI 16.0 12.0 10.8 10.0
Support Services Total PY 93.8 94.0 92.0 89.0 67.0 -25.0
Camp Support Total PY 1.0 1.0 1.0 1.0 0.0 -1.0
Canteen Total PY 4.0 4.0 4.0 4.0 4.0 0.0
Food Services Total PY 16.1 14.2 14.2 20.6 15.0 0.8
Personnel Total PY 13.2 18.0 17.0 17.0 11.0 -6.0
Plant Operations Total PY 44.0 42.0 41.0 42.0 33.0 -8.0
Enterprise Information Systems (EIS) Total PY 5.0 5.0 4.0 4.0 4.0 0.0
Education Total PY 22.0 21.0 21.0 20.0 16.0 -5.0
Vocation Total PY 3.0 5.0 5.0 5.0 3.0 -2.0
Dental Total PY 25.0 19.0 19.0 19.0 18.0 -1.0
Mental Health Total PY 100.3 81.7 81.7 65.5 130.0 48.3
Custody Subtotal 499.5 493.9 500.0 448.4 413.0 -87.0
Non Custody Subtotal 177.1 178.2 173.2 177.6 134.0 -39.2
Inmate Programs Subtotal 25.0 26.0 26.0 25.0 19.0 -7.0
Health Care Subtotal 125.3 100.7 100.7 84.5 148.0 47.3
Institution Total 826.9 798.8 799.9 735.5 714.0 -85.9
* DOF Budgeted Authority – Refers to the positions for the Blueprint authorized by the Department of Finance (DOF). The numbers were obtained from DOF and differ slightly from the
original numbers in the Blueprint due to minor adjustments of unallocated positions related to relief coverage and ratio positions.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 36
Office of the Inspector General State of California
APPENDIX A: STANDARDIZED STAFFING
CALIFORNIA MEDICAL FACILITY
Standardized * DOF Budget Budgets V. 5.0 - Difference Between
Staffing From MIRS
Staffing Category Classification Staffing July 2011 Staffing Totals July Authority Totals July Standardized Staffing Actual and Budgeted
Data as of 2/8/13
2013 2013 Totals July 2013 as of 2/8/13
Management Warden 1.0 1.0 1.0 1.0 0.0 -1.0
Chief Deputy 1.0 1.0 1.0 1.0 1.0 0.0
Assoc. Warden 6.0 5.0 5.0 5.0 4.0 -1.0
Captain 7.0 6.0 6.0 6.0 5.0 -1.0
Custody Lieutenant 31.5 38.8 38.7 32.0 27.0 -11.7
Sergeant 92.7 92.6 93.6 83.8 69.0 -24.6
Officer 690.0 675.8 694.6 686.2 640.0 -54.6
Correctional Counselor CCIII 1.0 1.0 1.0 1.0
CCII 12.0 8.0 8.0 12.0 37.0 5.0
CCI 25.1 24.0 23.0 24.0
Support Services Total PY 97.5 117.5 117.5 114.0 64.0 -53.5
Canteen Total PY 4.0 4.0 4.0 4.0 0.0 -4.0
Food Services Total PY 29.0 37.4 37.4 28.4 20.0 -17.4
Personnel Total PY 23.9 24.0 23.0 23.0 14.0 -9.0
Plant Operations Total PY 47.0 52.0 51.0 52.0 40.0 -11.0
Enterprise Information Systems (EIS) Total PY 4.0 4.0 3.0 4.0 4.0 1.0
Education Total PY 25.0 22.0 22.0 25.0 19.0 -3.0
Vocation Total PY 2.0 6.0 6.0 3.0 2.0 -4.0
Dental Total PY 26.0 24.0 24.0 24.0 22.0 -2.0
Mental Health Total PY 165.9 138.9 138.9 131.0 189.0 50.1
Custody Subtotal 867.3 853.2 871.9 852.0 783.0 -88.9
Non Custody Subtotal 205.4 238.9 235.9 225.4 142.0 -93.9
Inmate Programs Subtotal 27.0 28.0 28.0 28.0 21.0 -7.0
Health Care Subtotal 191.9 162.9 162.9 155.0 211.0 48.1
Institution Total 1,291.6 1,283.0 1,298.7 1,260.4 1,157.0 -141.7
* DOF Budgeted Authority – Refers to the positions for the Blueprint authorized by the Department of Finance (DOF). The numbers were obtained from DOF and differ slightly from the
original numbers in the Blueprint due to minor adjustments of unallocated positions related to relief coverage and ratio positions.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 37
Office of the Inspector General State of California
APPENDIX A: STANDARDIZED STAFFING
CALIFORNIA MEN’S COLONY
Standardized * DOF Budget Budgets V. 5.0 - Difference Between
Staffing From MIRS
Staffing Category Classification Staffing July 2011 Staffing Totals July Authority Totals July Standardized Staffing Actual and Budgeted
Data as of 2/8/13
2013 2013 Totals July 2013 as of 2/8/13
Management Warden 1.0 1.0 1.0 1.0 1.0 0.0
Chief Deputy 2.0 1.0 1.0 1.0 1.0 0.0
Assoc. Warden 6.0 5.0 5.0 5.0 2.0 -3.0
Captain 9.0 7.0 7.0 7.0 7.0 0.0
Custody Lieutenant 44.1 33.0 32.9 36.4 29.0 -3.9
Sergeant 129.5 97.2 98.3 90.4 84.0 -14.3
Officer 849.1 730.2 752.4 720.2 665.0 -87.4
Correctional Counselor CCIII 2.0 1.0 1.0 1.0
CCII 15.7 9.0 9.0 10.0 45.0 4.0
CCI 48.3 30.0 31.0 40.0
Support Services Total PY 183.0 153.0 154.0 156.0 131.0 -23.0
Canteen Total PY 8.0 8.0 8.0 8.0 8.0 0.0
Food Services Total PY 35.0 42.8 42.8 43.2 29.0 -13.8
Personnel Total PY 25.0 24.0 23.0 23.0 19.0 -4.0
Plant Operations Total PY 75.0 71.0 71.0 74.0 55.0 -16.0
Enterprise Information Systems (EIS) Total PY 6.0 6.0 6.0 5.0 5.0 -1.0
Education Total PY 48.0 48.0 48.0 49.0 39.0 -9.0
Vocation Total PY 9.0 13.0 13.0 13.0 5.0 -8.0
Dental Total PY 43.0 36.0 36.0 34.0 31.0 -5.0
Mental Health Total PY 177.7 170.6 170.6 169.7 187.0 16.4
Custody Subtotal 1,106.7 914.4 938.6 912.0 834.0 -104.6
Non Custody Subtotal 332.0 304.8 304.8 309.2 247.0 -57.8
Inmate Programs Subtotal 57.0 61.0 61.0 62.0 44.0 -17.0
Health Care Subtotal 220.7 206.6 206.6 203.7 218.0 11.4
Institution Total 1,716.4 1,486.8 1,511.0 1,486.9 1,343.0 -168.0
* DOF Budgeted Authority – Refers to the positions for the Blueprint authorized by the Department of Finance (DOF). The numbers were obtained from DOF and differ slightly from the
original numbers in the Blueprint due to minor adjustments of unallocated positions related to relief coverage and ratio positions.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 38
Office of the Inspector General State of California
APPENDIX A: STANDARDIZED STAFFING
CALIFORNIA REHABILITATION CENTER
Standardized * DOF Budget Budgets V. 5.0 - Difference Between
Staffing From MIRS
Staffing Category Classification Staffing July 2011 Staffing Totals July Authority Totals July Standardized Staffing Actual and Budgeted
Data as of 2/8/13
2013 2013 Totals July 2013 as of 2/8/13
Management Warden 1.0 1.0 1.0 1.0 1.0 0.0
Chief Deputy 1.0 1.0 1.0 1.0 0.0 -1.0
Assoc. Warden 5.0 5.0 5.0 4.0 4.0 -1.0
Captain 7.0 5.0 5.0 5.0 5.0 0.0
Custody Lieutenant 30.3 27.4 27.3 22.8 24.0 -3.3
Sergeant 64.6 62.6 63.3 51.6 56.0 -7.3
Officer 630.9 638.6 656.3 509.0 582.0 -74.3
Correctional Counselor CCIII 1.0 1.0 1.0 1.0
CCII 10.0 8.0 8.0 8.0 25.0 -9.0
CCI 28.4 24.0 25.0 22.0
Support Services Total PY 148.4 126.0 126.0 124.0 104.0 -22.0
Canteen Total PY 7.0 7.0 7.0 7.0 0.0 -7.0
Food Services Total PY 28.0 31.6 31.6 29.2 19.0 -12.6
Personnel Total PY 16.9 20.0 19.0 19.0 12.0 -7.0
Plant Operations Total PY 50.0 57.0 57.0 57.0 41.0 -16.0
Enterprise Information Systems (EIS) Total PY 5.0 5.0 4.0 4.0 4.0 0.0
Education Total PY 36.0 45.0 45.0 37.0 31.0 -14.0
Vocation Total PY 10.0 19.0 19.0 9.0 6.0 -13.0
Dental Total PY 32.0 30.0 30.0 30.0 27.0 -3.0
Mental Health Total PY 30.8 36.5 36.5 38.5 27.0 -9.5
Custody Subtotal 779.2 773.6 792.9 752.4 697.0 -95.9
Non Custody Subtotal 255.3 246.6 244.6 240.2 180.0 -64.6
Inmate Programs Subtotal 46.0 64.0 64.0 46.0 37.0 -27.0
Health Care Subtotal 62.8 66.5 66.5 68.5 54.0 -12.5
Institution Total 1,143.3 1,150.7 1,168.0 1,107.1 968.0 -200.0
* DOF Budgeted Authority – Refers to the positions for the Blueprint authorized by the Department of Finance (DOF). The numbers were obtained from DOF and differ slightly from the
original numbers in the Blueprint due to minor adjustments of unallocated positions related to relief coverage and ratio positions.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 39
Office of the Inspector General State of California
APPENDIX A: STANDARDIZED STAFFING
CALIFORNIA STATE PRISON, CORCORAN
Standardized * DOF Budget Budgets V. 5.0 - Difference Between
Staffing From MIRS
Staffing Category Classification Staffing July 2011 Staffing Totals July Authority Totals July Standardized Staffing Actual and Budgeted
Data as of 2/8/13
2013 2013 Totals July 2013 as of 2/8/13
Management Warden 1.0 1.0 1.0 1.0 0.0 -1.0
Chief Deputy 2.0 1.0 1.0 1.0 1.0 0.0
Assoc. Warden 6.0 7.0 7.0 7.0 3.0 -4.0
Captain 9.0 8.0 8.0 8.0 5.0 -3.0
Custody Lieutenant 43.1 39.0 38.8 37.0 30.0 -8.8
Sergeant 115.1 97.8 98.9 109.0 88.0 -10.9
Officer 1,088.1 1,047.8 1,064.7 1,089.2 1,026.0 -38.7
Correctional Counselor CCIII 2.0 1.0 1.0 1.0
CCII 17.0 14.0 14.0 14.0 45.0 -4.0
CCI 39.5 33.0 34.0 38.0
Support Services Total PY 146.0 147.0 146.0 126.0 -21.0
Canteen Total PY 9.5 9.5 9.5 9.5 8.0 -1.5
Food Services Total PY 38.4 37.6 37.6 40.8 31.0 -6.6
Personnel Total PY 28.5 27.0 26.0 27.0 21.0 -5.0
Plant Operations Total PY 85.0 77.0 75.0 80.0 59.0 -16.0
Enterprise Information Systems (EIS) Total PY 4.0 5.0 5.0 4.0 4.0 -1.0
Education Total PY 39.0 38.0 38.0 40.0 27.0 -11.0
Vocation Total PY 7.0 5.0 5.0 6.0 4.0 -1.0
Dental Total PY 42.0 39.0 39.0 39.0 30.0 -9.0
Mental Health Total PY 114.1 104.0 104.0 101.0 152.0 48.0
Custody Subtotal 1,322.8 1,249.6 1,268.4 1,305.2 1,198.0 -70.4
Non Custody Subtotal 321.9 302.1 300.1 307.3 249.0 -51.1
Inmate Programs Subtotal 46.0 43.0 43.0 46.0 31.0 -12.0
Health Care Subtotal 156.1 143.0 143.0 140.0 182.0 39.0
Institution Total 1,846.8 1,737.7 1,754.5 1,798.5 1,660.0 -94.5
* DOF Budgeted Authority – Refers to the positions for the Blueprint authorized by the Department of Finance (DOF). The numbers were obtained from DOF and differ slightly from the
original numbers in the Blueprint due to minor adjustments of unallocated positions related to relief coverage and ratio positions.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 40
Office of the Inspector General State of California
APPENDIX A: STANDARDIZED STAFFING
CALIFORNIA STATE PRISON, LOS ANGELES COUNTY
Standardized * DOF Budget Budgets V. 5.0 - Difference Between
Staffing From MIRS
Staffing Category Classification Staffing July 2011 Staffing Totals July Authority Totals July Standardized Staffing Actual and Budgeted
Data as of 2/8/13
2013 2013 Totals July 2013 as of 2/8/13
Management Warden 1.0 1.0 1.0 1.0 0.0 -1.0
Chief Deputy 1.0 1.0 1.0 1.0 1.0 0.0
Assoc. Warden 5.0 4.0 4.0 4.0 2.0 -2.0
Captain 6.0 6.0 6.0 6.0 5.0 -1.0
Custody Lieutenant 32.3 27.8 27.7 28.2 27.0 -0.7
Sergeant 68.9 77.8 78.6 71.2 66.0 -12.6
Officer 750.7 664.7 666.0 683.0 625.0 -41.0
Correctional Counselor CCIII 2.0 1.0 1.0 1.0
CCII 12.0 10.5 10.5 11.0 34.0 -5.5
CCI 44.5 27.0 28.0 28.0
Support Services Total PY 165.9 119.0 120.0 122.0 104.0 -16.0
Canteen Total PY 8.0 8.0 8.0 8.0 8.0 0.0
Food Services Total PY 38.0 35.4 35.4 34.0 26.0 -9.4
Personnel Total PY 20.2 22.0 21.0 21.0 17.0 -4.0
Plant Operations Total PY 59.0 56.0 54.0 54.0 48.0 -6.0
Enterprise Information Systems (EIS) Total PY 6.0 6.0 5.0 5.0 5.0 0.0
Education Total PY 33.0 31.0 31.0 32.0 27.0 -4.0
Vocation Total PY 2.0 7.0 7.0 8.0 4.0 -3.0
Dental Total PY 41.0 35.0 35.0 35.0 29.0 -6.0
Mental Health Total PY 89.1 107.6 107.6 107.6 108.0 0.4
Custody Subtotal 923.4 820.8 823.8 834.4 760.0 -63.8
Non Custody Subtotal 297.1 246.4 243.4 244.0 208.0 -35.4
Inmate Programs Subtotal 35.0 38.0 38.0 40.0 31.0 -7.0
Health Care Subtotal 130.1 142.6 142.6 142.6 137.0 -5.6
Institution Total 1,385.6 1,247.8 1,247.8 1,261.0 1,136.0 -111.8
* DOF Budgeted Authority – Refers to the positions for the Blueprint authorized by the Department of Finance (DOF). The numbers were obtained from DOF and differ slightly from the
original numbers in the Blueprint due to minor adjustments of unallocated positions related to relief coverage and ratio positions.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 41
Office of the Inspector General State of California
APPENDIX A: STANDARDIZED STAFFING
CALIFORNIA STATE PRISON, SACRAMENTO
Standardized * DOF Budget Budgets V. 5.0 - Difference Between
Staffing From MIRS
Staffing Category Classification Staffing July 2011 Staffing Totals July Authority Totals July Standardized Staffing Actual and Budgeted
Data as of 2/8/13
2013 2013 Totals July 2013 as of 2/8/13
Management Warden 1.0 1.0 1.0 1.0 1.0 0.0
Chief Deputy 1.0 1.0 1.0 1.0 1.0 0.0
Assoc. Warden 5.0 5.0 5.0 5.0 5.0 0.0
Captain 6.0 6.0 6.0 6.0 5.0 -1.0
Custody Lieutenant 33.3 32.8 32.7 35.0 28.0 -4.7
Sergeant 100.9 95.0 96.0 95.6 86.0 -10.0
Officer 828.6 772.1 792.1 842.8 753.0 -39.1
Correctional Counselor CCIII 1.0 1.0 1.0 1.0
CCII 16.0 14.0 14.0 16.5 33.0 1.0
CCI 19.5 18.0 17.0 21.0
Support Services Total PY 94.1 105.0 105.0 109.0 87.0 -18.0
Canteen Total PY 5.0 5.0 5.0 5.0 5.0 0.0
Food Services Total PY 35.1 32.4 32.4 36.2 30.0 -2.4
Personnel Total PY 21.6 23.0 22.0 23.0 16.0 -6.0
Plant Operations Total PY 54.0 52.0 50.0 56.0 41.0 -9.0
Enterprise Information Systems (EIS) Total PY 4.0 5.0 4.0 4.0 4.0 0.0
Education Total PY 22.0 25.0 25.0 25.0 20.0 -5.0
Vocation Total PY 3.0 3.0 3.0 3.0 3.0 0.0
Dental Total PY 29.0 26.0 26.0 26.0 24.0 -2.0
Mental Health Total PY 143.7 172.5 172.5 179.5 218.0 45.5
Custody Subtotal 1,012.3 945.9 965.8 1,024.9 912.0 -53.8
Non Custody Subtotal 213.8 222.4 218.4 233.2 183.0 -35.4
Inmate Programs Subtotal 25.0 28.0 28.0 28.0 23.0 -5.0
Health Care Subtotal 172.7 198.5 198.5 205.5 242.0 43.5
Institution Total 1,423.8 1,394.8 1,410.7 1,491.6 1,360.0 -50.7
* DOF Budgeted Authority – Refers to the positions for the Blueprint authorized by the Department of Finance (DOF). The numbers were obtained from DOF and differ slightly from the
original numbers in the Blueprint due to minor adjustments of unallocated positions related to relief coverage and ratio positions.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 42
Office of the Inspector General State of California
APPENDIX A: STANDARDIZED STAFFING
CALIFORNIA STATE PRISON, SAN QUENTIN
Standardized * DOF Budget Budgets V. 5.0 - Difference Between
Staffing From MIRS
Staffing Category Classification Staffing July 2011 Staffing Totals July Authority Totals July Standardized Staffing Actual and Budgeted
Data as of 2/8/13
2013 2013 Totals July 2013 as of 2/8/13
Management Warden 1.0 1.0 1.0 1.0 1.0 0.0
Chief Deputy 1.0 1.0 1.0 1.0 1.0 0.0
Assoc. Warden 7.0 6.0 6.0 6.0 6.0 0.0
Captain 7.0 7.0 7.0 7.0 6.0 -1.0
Custody Lieutenant 42.8 34.2 34.0 37.2 36.0 2.0
Sergeant 107.3 105.4 106.6 98.4 87.0 -19.6
Officer 946.3 919.0 946.5 872.6 851.0 -95.5
Correctional Counselor CCIII 2.0 1.0 1.0 1.0
CCII 14.1 12.0 12.0 13.0 38.0 -11.0
CCI 48.0 35.0 36.0 29.0
Support Services Total PY 198.5 154.0 154.0 151.0 129.0 -25.0
Canteen Total PY 9.0 9.0 9.0 9.0 8.0 -1.0
Food Services Total PY 39.9 35.6 35.6 34.8 23.0 -12.6
Personnel Total PY 22.0 25.0 24.0 24.0 18.0 -6.0
Plant Operations Total PY 57.7 66.0 66.0 67.0 32.0 -34.0
Enterprise Information Systems (EIS) Total PY 4.0 4.0 4.0 4.0 4.0 0.0
Education Total PY 23.0 33.0 33.0 36.0 24.0 -9.0
Vocation Total PY 2.0 11.0 11.0 11.0 1.0 -10.0
Dental Total PY 35.0 30.0 30.0 30.0 28.0 -2.0
Mental Health Total PY 107.6 104.9 104.9 91.9 117.0 12.1
Custody Subtotal 1,176.5 1,121.6 1,151.1 1,066.2 1,026.0 -125.1
Non Custody Subtotal 331.1 293.6 292.6 289.8 214.0 -78.6
Inmate Programs Subtotal 25.0 44.0 44.0 47.0 25.0 -19.0
Health Care Subtotal 142.6 134.9 134.9 121.9 145.0 10.1
Institution Total 1,675.2 1,594.1 1,622.6 1,524.9 1,410.0 -212.6
* DOF Budgeted Authority – Refers to the positions for the Blueprint authorized by the Department of Finance (DOF). The numbers were obtained from DOF and differ slightly from the
original numbers in the Blueprint due to minor adjustments of unallocated positions related to relief coverage and ratio positions.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 43
Office of the Inspector General State of California
APPENDIX A: STANDARDIZED STAFFING
CALIFORNIA STATE PRISON, SOLANO
Standardized * DOF Budget Budgets V. 5.0 - Difference Between
Staffing From MIRS
Staffing Category Classification Staffing July 2011 Staffing Totals July Authority Totals July Standardized Staffing Actual and Budgeted
Data as of 2/8/13
2013 2013 Totals July 2013 as of 2/8/13
Management Warden 1.0 1.0 1.0 1.0 1.0 0.0
Chief Deputy 1.0 1.0 1.0 1.0 1.0 0.0
Assoc. Warden 5.0 5.0 5.0 5.0 3.0 -2.0
Captain 5.0 5.0 5.0 5.0 3.0 -2.0
Custody Lieutenant 31.8 27.8 27.7 27.8 21.0 -6.7
Sergeant 71.9 65.0 65.7 65.2 60.0 -5.7
Officer 596.9 579.2 590.2 602.0 565.0 -25.2
Correctional Counselor CCIII 1.0 1.0 1.0 1.0
CCII 10.0 9.5 9.5 10.0 32.0 -6.5
CCI 33.3 27.0 28.0 26.0
Support Services Total PY 125.7 124.5 124.5 120.0 105.0 -19.5
Canteen Total PY 9.0 9.0 9.0 9.0 8.0 -1.0
Food Services Total PY 38.0 28.8 28.8 30.2 25.0 -3.8
Personnel Total PY 24.5 21.0 20.0 20.0 11.0 -9.0
Plant Operations Total PY 54.0 54.0 51.0 54.0 34.0 -17.0
Enterprise Information Systems (EIS) Total PY 5.0 5.0 4.0 4.0 4.0 0.0
Education Total PY 32.0 45.0 45.0 44.0 31.0 -14.0
Vocation Total PY 9.0 7.0 7.0 8.0 8.0 1.0
Dental Total PY 36.0 30.0 30.0 30.0 29.0 -1.0
Mental Health Total PY 43.2 50.0 50.0 51.0 53.0 3.0
Custody Subtotal 756.9 721.5 734.1 744.0 686.0 -48.1
Non Custody Subtotal 256.2 242.3 237.3 237.2 187.0 -50.3
Inmate Programs Subtotal 41.0 52.0 52.0 52.0 39.0 -13.0
Health Care Subtotal 79.2 80.0 80.0 81.0 82.0 2.0
Institution Total 1,133.3 1,095.8 1,103.4 1,114.2 994.0 -109.4
* DOF Budgeted Authority – Refers to the positions for the Blueprint authorized by the Department of Finance (DOF). The numbers were obtained from DOF and differ slightly from the
original numbers in the Blueprint due to minor adjustments of unallocated positions related to relief coverage and ratio positions.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 44
Office of the Inspector General State of California
APPENDIX A: STANDARDIZED STAFFING
CALIFORNIA SUBSTANCE ABUSE TREATMENT FACILITY AND
STATE PRISON, CORCORAN
Standardized * DOF Budget Budgets V. 5.0 - Difference Between
Staffing From MIRS
Staffing Category Classification Staffing July 2011 Staffing Totals July Authority Totals July Standardized Staffing Actual and Budgeted
Data as of 2/8/13
2013 2013 Totals July 2013 as of 2/8/13
Management Warden 1.0 1.0 1.0 1.0 0.0 -1.0
Chief Deputy 2.0 1.0 1.0 1.0 0.0 -1.0
Assoc. Warden 7.0 7.0 7.0 7.0 7.0 0.0
Captain 9.0 7.0 7.0 7.0 6.0 -1.0
Custody Lieutenant 41.3 38.2 38.1 39.6 39.0 0.9
Sergeant 95.2 93.0 94.0 98.4 83.0 -11.0
Officer 953.0 905.7 914.9 894.8 844.0 -70.9
Correctional Counselor CCIII 2.0 1.0 1.0 1.0
CCII 16.0 13.0 13.0 13.0 47.0 -5.0
CCI 45.9 37.0 38.0 39.0
Support Services Total PY 195.0 156.0 159.0 165.0 150.0 -9.0
Canteen Total PY 12.0 12.0 12.0 12.0 10.0 -2.0
Food Services Total PY 56.0 45.6 45.6 49.4 42.0 -3.6
Personnel Total PY 29.6 25.0 24.0 25.0 21.0 -3.0
Plant Operations Total PY 97.0 69.0 66.0 72.0 60.0 -6.0
Enterprise Information Systems (EIS) Total PY 6.0 6.0 6.0 5.0 5.0 -1.0
Education Total PY 61.0 56.0 56.0 61.0 48.0 -8.0
Vocation Total PY 14.0 16.0 16.0 17.0 14.0 -2.0
Dental Total PY 48.0 43.5 43.5 43.5 40.0 -3.5
Mental Health Total PY 53.1 92.5 92.5 109.5 117.0 24.5
Custody Subtotal 1,172.4 1,103.9 1,115.0 1,101.8 1,026.0 -89.0
Non Custody Subtotal 395.6 313.6 312.6 328.4 288.0 -24.6
Inmate Programs Subtotal 75.0 72.0 72.0 78.0 62.0 -10.0
Health Care Subtotal 101.1 136.0 136.0 153.0 157.0 21.0
Institution Total 1,744.1 1,625.5 1,635.6 1,661.2 1,533.0 -102.6
* DOF Budgeted Authority – Refers to the positions for the Blueprint authorized by the Department of Finance (DOF). The numbers were obtained from DOF and differ slightly from the
original numbers in the Blueprint due to minor adjustments of unallocated positions related to relief coverage and ratio positions.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 45
Office of the Inspector General State of California
APPENDIX A: STANDARDIZED STAFFING
CALIPATRIA STATE PRISON
Standardized * DOF Budget Budgets V. 5.0 - Difference Between
Staffing From MIRS
Staffing Category Classification Staffing July 2011 Staffing Totals July Authority Totals July Standardized Staffing Actual and Budgeted
Data as of 2/8/13
2013 2013 Totals July 2013 as of 2/8/13
Management Warden 1.0 1.0 1.0 1.0 0.0 -1.0
Chief Deputy 1.0 1.0 1.0 1.0 1.0 0.0
Assoc. Warden 5.0 4.0 4.0 3.0 4.0 0.0
Captain 6.0 6.0 6.0 6.0 6.0 0.0
Custody Lieutenant 30.1 27.8 27.7 28.2 26.0 -1.7
Sergeant 66.0 71.6 72.4 71.2 66.0 -6.4
Officer 628.3 619.9 625.9 610.2 559.0 -66.9
Correctional Counselor CCIII 1.0 1.0 1.0 1.0
CCII 9.0 8.5 8.5 9.0 30.0 -0.5
CCI 26.0 20.0 21.0 24.0
Support Services Total PY 136.5 123.0 124.0 126.0 111.0 -13.0
Canteen Total PY 7.0 7.0 7.0 7.0 6.0 -1.0
Food Services Total PY 39.0 32.6 32.6 33.0 30.0 -2.6
Personnel Total PY 18.0 21.0 20.0 21.0 13.0 -7.0
Plant Operations Total PY 63.0 56.0 54.0 56.0 51.0 -3.0
Enterprise Information Systems (EIS) Total PY 5.0 5.0 4.0 4.0 4.0 0.0
Education Total PY 28.0 33.0 33.0 34.0 25.0 -8.0
Vocation Total PY 4.0 5.0 5.0 6.0 5.0 0.0
Dental Total PY 37.0 34.0 34.0 34.0 33.0 -1.0
Mental Health Total PY 12.4 13.5 13.5 13.5 20.0 6.5
Custody Subtotal 773.4 760.8 768.5 754.6 692.0 -76.5
Non Custody Subtotal 268.5 244.6 241.6 247.0 215.0 -26.6
Inmate Programs Subtotal 32.0 38.0 38.0 40.0 30.0 -8.0
Health Care Subtotal 49.4 47.5 47.5 47.5 53.0 5.5
Institution Total 1,123.3 1,090.9 1,095.6 1,089.1 990.0 -105.6
* DOF Budgeted Authority – Refers to the positions for the Blueprint authorized by the Department of Finance (DOF). The numbers were obtained from DOF and differ slightly from the
original numbers in the Blueprint due to minor adjustments of unallocated positions related to relief coverage and ratio positions.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 46
Office of the Inspector General State of California
APPENDIX A: STANDARDIZED STAFFING
CENTINELA STATE PRISON
Standardized * DOF Budget Budgets V. 5.0 - Difference Between
Staffing From MIRS
Staffing Category Classification Staffing July 2011 Staffing Totals July Authority Totals July Standardized Staffing Actual and Budgeted
Data as of 2/8/13
2013 2013 Totals July 2013 as of 2/8/13
Management Warden 1.0 1.0 1.0 1.0 0.0 -1.0
Chief Deputy 1.0 1.0 1.0 1.0 1.0 0.0
Assoc. Warden 5.0 4.0 4.0 3.0 3.0 -1.0
Captain 6.0 6.0 6.0 6.0 3.0 -3.0
Custody Lieutenant 30.6 27.8 27.7 28.2 25.0 -2.7
Sergeant 68.7 70.6 71.4 71.2 63.0 -8.4
Officer 599.8 635.4 633.2 624.4 591.0 -42.2
Correctional Counselor CCIII 1.0 1.0 1.0 1.0
CCII 9.0 8.5 8.5 9.0 25.0 -5.5
CCI 27.0 20.0 21.0 21.0
Support Services Total PY 136.5 122.0 123.0 120.0 118.0 -5.0
Canteen Total PY 7.0 7.0 7.0 7.0 6.0 -1.0
Food Services Total PY 39.1 36.4 36.4 34.0 28.0 -8.4
Personnel Total PY 20.5 21.0 20.0 20.0 18.0 -2.0
Plant Operations Total PY 60.5 57.0 55.0 58.0 51.0 -4.0
Enterprise Information Systems (EIS) Total PY 6.0 6.0 5.0 5.0 5.0 0.0
Education Total PY 33.0 39.0 39.0 34.0 29.0 -10.0
Vocation Total PY 11.0 6.0 6.0 8.0 7.0 1.0
Dental Total PY 38.0 34.0 34.0 34.0 33.0 -1.0
Mental Health Total PY 13.1 12.5 12.5 12.5 17.0 4.5
Custody Subtotal 749.1 775.3 774.8 765.8 711.0 -63.8
Non Custody Subtotal 274.1 249.4 246.4 244.0 226.0 -20.4
Inmate Programs Subtotal 44.0 45.0 45.0 42.0 36.0 -9.0
Health Care Subtotal 51.1 46.5 46.5 46.5 50.0 3.5
Institution Total 1,118.3 1,116.2 1,112.7 1,098.3 1,023.0 -89.7
* DOF Budgeted Authority – Refers to the positions for the Blueprint authorized by the Department of Finance (DOF). The numbers were obtained from DOF and differ slightly from the
original numbers in the Blueprint due to minor adjustments of unallocated positions related to relief coverage and ratio positions.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 47
Office of the Inspector General State of California
APPENDIX A: STANDARDIZED STAFFING
CENTRAL CALIFORNIA WOMEN’S FACILITY
Standardized * DOF Budget Budgets V. 5.0 - Difference Between
Staffing From MIRS
Staffing Category Classification Staffing July 2011 Staffing Totals July Authority Totals July Standardized Staffing Actual and Budgeted
Data as of 2/8/13
2013 2013 Totals July 2013 as of 2/8/13
Management Warden 1.0 1.0 1.0 1.0 1.0 0.0
Chief Deputy 1.0 1.0 1.0 1.0 0.0 -1.0
Assoc. Warden 5.0 5.0 5.0 5.0 4.0 -1.0
Captain 6.0 6.0 6.0 6.0 4.0 -2.0
Custody Lieutenant 28.3 19.2 19.1 26.8 23.0 3.9
Sergeant 54.6 45.0 45.5 59.0 50.0 4.5
Officer 403.8 368.1 377.8 390.0 351.0 -26.8
Correctional Counselor CCIII 2.0 1.0 1.0 1.0
CCII 10.0 7.0 7.0 8.0 32.0 2.0
CCI 30.5 21.0 22.0 25.0
Support Services Total PY 130.0 129.0 131.0 111.0 -18.0
Canteen Total PY 7.0 7.0 7.0 7.0 5.0 -2.0
Food Services Total PY 31.7 32.6 32.6 31.2 24.0 -8.6
Personnel Total PY 20.4 19.0 18.0 18.0 14.0 -4.0
Plant Operations Total PY 56.0 53.0 50.0 54.0 41.0 -9.0
Enterprise Information Systems (EIS) Total PY 4.0 4.0 3.0 4.0 4.0 1.0
Education Total PY 30.0 38.0 38.0 35.0 23.0 -15.0
Vocation Total PY 7.0 9.0 9.0 10.0 7.0 -2.0
Dental Total PY 32.0 26.0 26.0 26.0 23.0 -3.0
Mental Health Total PY 71.1 63.0 63.0 61.0 71.0 8.0
Custody Subtotal 542.2 474.3 485.4 522.8 465.0 -20.4
Non Custody Subtotal 272.0 245.6 239.6 245.2 199.0 -40.6
Inmate Programs Subtotal 37.0 47.0 47.0 45.0 30.0 -17.0
Health Care Subtotal 103.1 89.0 89.0 87.0 94.0 5.0
Institution Total 954.3 855.9 861.0 900.0 788.0 -73.0
* DOF Budgeted Authority – Refers to the positions for the Blueprint authorized by the Department of Finance (DOF). The numbers were obtained from DOF and differ slightly from the
original numbers in the Blueprint due to minor adjustments of unallocated positions related to relief coverage and ratio positions.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 48
Office of the Inspector General State of California
APPENDIX A: STANDARDIZED STAFFING
CHUCKAWALLA VALLEY STATE PRISON
Standardized * DOF Budget Budgets V. 5.0 - Difference Between
Staffing From MIRS
Staffing Category Classification Staffing July 2011 Staffing Totals July Authority Totals July Standardized Staffing Actual and Budgeted
Data as of 2/8/13
2013 2013 Totals July 2013 as of 2/8/13
Management Warden 1.0 1.0 1.0 1.0 0.0 -1.0
Chief Deputy 1.0 1.0 1.0 1.0 1.0 0.0
Assoc. Warden 4.0 4.0 4.0 3.0 3.0 -1.0
Captain 6.0 4.0 4.0 4.0 3.0 -1.0
Custody Lieutenant 26.5 26.8 26.7 26.8 20.0 -6.7
Sergeant 51.0 55.0 55.6 54.6 43.0 -12.6
Officer 380.5 367.8 378.7 372.2 343.0 -35.7
Correctional Counselor CCIII 1.0 1.0 1.0 1.0
CCII 7.0 7.5 7.5 8.0 19.0 -4.5
CCI 22.5 16.0 15.0 15.0
Support Services Total PY 114.0 113.0 108.0 78.0 -35.0
Canteen Total PY 6.0 6.0 6.0 6.0 3.0 -3.0
Food Services Total PY 30.0 28.6 28.6 35.0 22.0 -6.6
Personnel Total PY 14.0 17.0 16.0 16.0 10.0 -6.0
Plant Operations Total PY 49.0 51.0 49.0 57.0 32.0 -17.0
Enterprise Information Systems (EIS) Total PY 5.0 5.0 4.0 4.0 4.0 0.0
Education Total PY 31.0 30.0 30.0 30.0 23.0 -7.0
Vocation Total PY 9.0 10.0 10.0 11.0 8.0 -2.0
Dental Total PY 34.0 27.0 27.0 24.0 23.0 -4.0
Mental Health Total PY 10.4 12.0 12.0 11.0 12.0 0.0
Custody Subtotal 500.5 484.1 494.5 486.6 432.0 -62.5
Non Custody Subtotal 225.0 221.6 216.6 226.0 149.0 -67.6
Inmate Programs Subtotal 40.0 40.0 40.0 41.0 31.0 -9.0
Health Care Subtotal 44.4 39.0 39.0 35.0 35.0 -4.0
Institution Total 809.9 784.7 790.1 788.6 647.0 -143.1
* DOF Budgeted Authority – Refers to the positions for the Blueprint authorized by the Department of Finance (DOF). The numbers were obtained from DOF and differ slightly from the
original numbers in the Blueprint due to minor adjustments of unallocated positions related to relief coverage and ratio positions.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 49
Office of the Inspector General State of California
APPENDIX A: STANDARDIZED STAFFING
CORRECTIONAL TRAINING FACILITY
Standardized * DOF Budget Budgets V. 5.0 - Difference Between
Staffing From MIRS
Staffing Category Classification Staffing July 2011 Staffing Totals July Authority Totals July Standardized Staffing Actual and Budgeted
Data as of 2/8/13
2013 2013 Totals July 2013 as of 2/8/13
Management Warden 1.0 1.0 1.0 1.0 0.0 -1.0
Chief Deputy 2.0 1.0 1.0 1.0 0.0 -1.0
Assoc. Warden 5.0 5.0 5.0 4.0 4.0 -1.0
Captain 8.0 7.0 7.0 7.0 6.0 -1.0
Custody Lieutenant 46.1 32.6 32.5 31.6 28.0 -4.5
Sergeant 130.4 84.8 85.7 77.4 67.0 -18.7
Officer 837.3 721.3 741.4 641.6 616.0 -125.4
Correctional Counselor CCIII 1.0 1.0 1.0 1.0
CCII 17.0 11.0 11.0 11.0 44.0 -2.0
CCI 43.5 33.0 34.0 35.0
Support Services Total PY 175.4 152.5 155.5 152.5 113.0 -42.5
Canteen Total PY 9.0 9.0 9.0 9.0 9.0 0.0
Food Services Total PY 38.2 36.6 36.6 36.8 26.0 -10.6
Personnel Total PY 22.1 22.0 21.0 21.0 17.0 -4.0
Plant Operations Total PY 80.0 70.0 70.0 72.0 52.0 -18.0
Enterprise Information Systems (EIS) Total PY 6.0 6.0 5.0 5.0 5.0 0.0
Education Total PY 38.0 48.0 48.0 48.0 40.0 -8.0
Vocation Total PY 7.0 16.0 16.0 16.0 6.0 -10.0
Dental Total PY 46.0 40.0 40.0 40.0 34.0 -6.0
Mental Health Total PY 31.8 42.0 42.0 40.0 39.0 -3.0
Custody Subtotal 1,091.3 897.7 919.6 810.6 765.0 -154.6
Non Custody Subtotal 330.7 296.1 297.1 296.3 222.0 -75.1
Inmate Programs Subtotal 45.0 64.0 64.0 64.0 46.0 -18.0
Health Care Subtotal 77.8 82.0 82.0 80.0 73.0 -9.0
Institution Total 1,544.8 1,339.8 1,362.7 1,250.9 1,106.0 -256.7
* DOF Budgeted Authority – Refers to the positions for the Blueprint authorized by the Department of Finance (DOF). The numbers were obtained from DOF and differ slightly from the
original numbers in the Blueprint due to minor adjustments of unallocated positions related to relief coverage and ratio positions.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 50
Office of the Inspector General State of California
APPENDIX A: STANDARDIZED STAFFING
DEUEL VOCATIONAL INSTITUTION
Standardized * DOF Budget Budgets V. 5.0 - Difference Between
Staffing From MIRS
Staffing Category Classification Staffing July 2011 Staffing Totals July Authority Totals July Standardized Staffing Actual and Budgeted
Data as of 2/8/13
2013 2013 Totals July 2013 as of 2/8/13
Management Warden 1.0 1.0 1.0 1.0 1.0 0.0
Chief Deputy 1.0 1.0 1.0 1.0 1.0 0.0
Assoc. Warden 5.0 5.0 5.0 5.0 5.0 0.0
Captain 5.0 5.0 5.0 5.0 4.0 -1.0
Custody Lieutenant 33.3 25.4 25.3 25.4 20.0 -5.3
Sergeant 73.6 64.0 64.7 64.6 53.0 -11.7
Officer 609.1 421.2 432.5 409.6 393.0 -39.5
Correctional Counselor CCIII 2.0 1.0 1.0 1.0
CCII 12.0 8.0 8.0 7.0 24.0 -6.0
CCI 44.0 22.0 21.0 22.0
Support Services Total PY 170.5 130.5 130.0 129.5 100.0 -30.0
Canteen Total PY 5.0 5.0 5.0 5.0 0.0 -5.0
Food Services Total PY 26.0 31.4 31.4 29.2 21.0 -10.4
Personnel Total PY 20.9 18.0 17.0 18.0 13.0 -4.0
Plant Operations Total PY 63.0 63.0 63.0 61.0 45.0 -18.0
Enterprise Information Systems (EIS) Total PY 5.0 5.0 4.0 4.0 4.0 0.0
Education Total PY 18.0 24.0 24.0 24.0 16.0 -8.0
Vocation Total PY 0.0 5.0 5.0 5.0 4.0 -1.0
Dental Total PY 29.0 26.0 26.0 26.0 20.0 -6.0
Mental Health Total PY 61.1 46.7 46.7 42.0 47.0 0.3
Custody Subtotal 786.0 553.6 564.5 541.6 501.0 -63.5
Non Custody Subtotal 290.4 252.9 250.4 246.7 183.0 -67.4
Inmate Programs Subtotal 18.0 29.0 29.0 29.0 20.0 -9.0
Health Care Subtotal 90.1 72.7 72.7 68.0 67.0 -5.7
Institution Total 1,184.5 908.2 916.6 885.3 771.0 -145.6
* DOF Budgeted Authority – Refers to the positions for the Blueprint authorized by the Department of Finance (DOF). The numbers were obtained from DOF and differ slightly from the
original numbers in the Blueprint due to minor adjustments of unallocated positions related to relief coverage and ratio positions.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 51
Office of the Inspector General State of California
APPENDIX A: STANDARDIZED STAFFING
FOLSOM STATE PRISON
Standardized * DOF Budget Budgets V. 5.0 - ** Staffing From Difference Between
Staffing Category Classification Staffing July 2011 Staffing Totals July Authority Totals July Standardized Staffing MIRS Data as of Actual and Budgeted
2013 2013 Totals July 2013 2/8/13 as of 2/8/13
Management Warden 1.0 1.0 1.0 1.0 1.0 0.0
Chief Deputy 1.0 1.0 1.0 1.0 1.0 0.0
Assoc. Warden 4.0 4.0 4.0 4.0 3.0 -1.0
Captain 6.0 5.0 5.0 5.0 4.0 -1.0
Custody Lieutenant 28.0 25.4 25.3 26.4 24.0 -1.3
Sergeant 68.9 63.6 64.3 65.6 59.0 -5.3
Officer 474.8 401.7 414.5 412.2 410.0 -4.5
Correctional Counselor CCIII 1.0 1.0 1.0 1.0
CCII 9.0 8.5 8.5 9.0 26.0 -3.5
CCI 23.8 19.0 20.0 18.0
Support Services Total PY 106.1 107.5 107.5 102.5 91.0 -16.5
Canteen Total PY 6.0 6.0 6.0 6.0 0.0 -6.0
Food Services Total PY 21.5 22.8 22.8 23.4 23.0 0.2
Personnel Total PY 14.2 16.0 15.0 16.0 12.0 -3.0
Plant Operations Total PY 55.0 55.0 54.0 54.0 45.0 -9.0
Enterprise Information Systems (EIS) Total PY 4.0 5.0 4.0 4.0 4.0 0.0
Education Total PY 34.0 34.0 34.0 34.0 31.0 -3.0
Vocation Total PY 9.0 13.0 13.0 12.0 10.0 -3.0
Dental Total PY 32.5 26.5 26.5 26.5 24.0 -2.5
Mental Health Total PY 21.3 27.0 27.0 27.0 24.0 -3.0
Custody Subtotal 617.5 530.2 544.6 543.2 528.0 -16.6
Non Custody Subtotal 206.8 212.3 209.3 205.9 175.0 -34.3
Inmate Programs Subtotal 43.0 47.0 47.0 46.0 41.0 -6.0
Health Care Subtotal 53.8 53.5 53.5 53.5 48.0 -5.5
Institution Total 921.1 843.0 854.4 848.6 792.0 -62.4
* DOF Budgeted Authority – Refers to the positions for the Blueprint authorized by the Department of Finance (DOF). The numbers were obtained from DOF and differ slightly from the
original numbers in the Blueprint due to minor adjustments of unallocated positions related to relief coverage and ratio positions.
** The MIRS (payroll) data displayed above contains the data from the Folsom Women’s Facility (FWF) since the department did not break that out previously. The preliminary March 2013
data shows the positions that pertain to FWF are a total of 11 positions (one correctional lieutenant, three correctional sergeants, and seven correctional officers).
Initial Report on CDCR’s Progress Implementing the Blueprint Page 52
Office of the Inspector General State of California
APPENDIX A: STANDARDIZED STAFFING
FOLSOM WOMEN’S FACILITY
Standardized * DOF Budget Budgets V. 5.0 - ** Staffing From Difference Between
Staffing Category Classification Staffing July 2011 Staffing Totals July Authority Totals July Standardized Staffing MIRS Data as of Actual and Budgeted
2013 2013 Totals July 2013 2/8/13 as of 2/8/13
Management Warden 0.0 0.0 0.0 0.0 0.0
Chief Deputy 0.0 0.0 0.0 0.0 0.0
Assoc. Warden 0.0 0.0 1.0 0.0 0.0
Captain 1.0 1.0 0.0 0.0 -1.0
Custody Lieutenant 2.0 2.0 1.4 0.0 -2.0
Sergeant 5.2 5.2 4.2 0.0 -5.2
Officer 41.2 41.2 31.2 0.0 -41.2
Correctional Counselor CCIII 0.0 0.0 0.0
CCII 0.0 1.0 1.0 0.0 -1.0
CCI 0.0 0.0 2.5
Support Services Total PY 9.0 9.0 0.0 -9.0
Canteen Total PY 1.0 1.0 1.0 0.0 -1.0
Food Services Total PY 3.0 3.0 4.8 0.0 -3.0
Personnel Total PY 1.0 1.0 1.0 0.0 -1.0
Plant Operations Total PY 3.0 3.0 5.0 0.0 -3.0
Enterprise Information Systems (EIS) Total PY 0.0 0.0 0.0 0.0 0.0
Education Total PY 1.0 1.0 2.0 0.0 -1.0
Vocation Total PY 1.0 1.0 1.0 0.0 -1.0
Dental Total PY 0.0 0.0 0.0 0.0 0.0
Mental Health Total PY 1.0 1.0 0.0 0.0 -1.0
Custody Subtotal 0.0 50.4 50.4 53.9 0.0 -50.4
Non Custody Subtotal 0.0 17.0 17.0 22.8 0.0 -17.0
Inmate Programs Subtotal 0.0 2.0 2.0 3.0 0.0 -2.0
Health Care Subtotal 0.0 1.0 1.0 0.0 0.0 -1.0
Institution Total 0.0 70.4 70.4 79.7 0.0 -70.4
* DOF Budgeted Authority – Refers to the positions for the Blueprint authorized by the Department of Finance (DOF). The numbers were obtained from DOF and differ slightly from the
original numbers in the Blueprint due to minor adjustments of unallocated positions related to relief coverage and ratio positions.
** The MIRS (payroll) data displayed above did not contain the data from the Folsom Women’s Facility (FWF) since the department did not break that out previously as it is contained in the
Folsom State Prison report. The preliminary March 2013 data shows the positions that pertain to FWF are a total of 11 positions (one correctional lieutenant, three correctional sergeants,
and seven correctional officers).
Initial Report on CDCR’s Progress Implementing the Blueprint Page 53
Office of the Inspector General State of California
APPENDIX A: STANDARDIZED STAFFING
HIGH DESERT STATE PRISON
Standardized * DOF Budget Budgets V. 5.0 - Difference Between
Staffing From MIRS
Staffing Category Classification Staffing July 2011 Staffing Totals July Authority Totals July Standardized Staffing Actual and Budgeted
Data as of 2/8/13
2013 2013 Totals July 2013 as of 2/8/13
Management Warden 1.0 1.0 1.0 1.0 0.0 -1.0
Chief Deputy 1.0 1.0 1.0 1.0 1.0 0.0
Assoc. Warden 6.0 6.0 6.0 5.0 5.0 -1.0
Captain 6.0 6.0 6.0 6.0 4.0 -2.0
Custody Lieutenant 29.7 29.4 29.3 31.2 29.0 -0.3
Sergeant 87.7 81.6 82.5 80.8 61.0 -21.5
Officer 704.5 728.9 739.6 734.6 658.0 -81.6
Correctional Counselor CCIII 2.0 1.0 1.0 1.0
CCII 10.0 10.0 10.0 10.0 31.0 -2.0
CCI 29.7 21.0 22.0 23.0
Support Services Total PY 144.0 119.0 120.0 126.0 91.0 -29.0
Canteen Total PY 7.0 7.0 7.0 7.0 6.0 -1.0
Food Services Total PY 35.5 32.6 32.6 32.8 31.0 -1.6
Personnel Total PY 23.0 22.0 21.0 21.0 16.0 -5.0
Plant Operations Total PY 61.0 61.0 59.0 61.0 38.0 -21.0
Enterprise Information Systems (EIS) Total PY 6.0 6.0 5.0 5.0 5.0 0.0
Education Total PY 34.0 31.0 31.0 32.0 25.0 -6.0
Vocation Total PY 2.0 4.0 4.0 4.0 3.0 -1.0
Dental Total PY 33.0 32.0 32.0 33.0 26.0 -6.0
Mental Health Total PY 47.4 49.5 49.5 46.5 44.0 -5.5
Custody Subtotal 877.6 885.9 898.4 893.6 789.0 -109.4
Non Custody Subtotal 276.5 247.6 244.6 252.8 187.0 -57.6
Inmate Programs Subtotal 36.0 35.0 35.0 36.0 28.0 -7.0
Health Care Subtotal 80.4 81.5 81.5 79.5 70.0 -11.5
Institution Total 1,270.5 1,250.0 1,259.5 1,261.9 1,074.0 -185.5
* DOF Budgeted Authority – Refers to the positions for the Blueprint authorized by the Department of Finance (DOF). The numbers were obtained from DOF and differ slightly from the
original numbers in the Blueprint due to minor adjustments of unallocated positions related to relief coverage and ratio positions.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 54
Office of the Inspector General State of California
APPENDIX A: STANDARDIZED STAFFING
IRONWOOD STATE PRISON
Standardized * DOF Budget Budgets V. 5.0 - Difference Between
Staffing From MIRS
Staffing Category Classification Staffing July 2011 Staffing Totals July Authority Totals July Standardized Staffing Actual and Budgeted
Data as of 2/8/13
2013 2013 Totals July 2013 as of 2/8/13
Management Warden 1.0 1.0 1.0 1.0 1.0 0.0
Chief Deputy 1.0 1.0 1.0 1.0 1.0 0.0
Assoc. Warden 5.0 4.0 4.0 3.0 3.0 -1.0
Captain 6.0 6.0 6.0 6.0 6.0 0.0
Custody Lieutenant 29.0 27.8 27.7 27.8 25.0 -2.7
Sergeant 68.9 68.8 69.6 67.4 56.0 -13.6
Officer 613.5 609.1 606.1 583.2 550.0 -56.1
Correctional Counselor CCIII 1.0 1.0 1.0 1.0
CCII 8.0 8.5 8.5 9.0 27.0 -3.5
CCI 23.8 20.0 21.0 20.0
Support Services Total PY 120.1 111.0 111.0 106.0 93.0 -18.0
Canteen Total PY 7.0 7.0 7.0 7.0 6.0 -1.0
Food Services Total PY 32.9 31.6 31.6 32.0 28.0 -3.6
Personnel Total PY 16.6 20.0 19.0 19.0 14.0 -5.0
Plant Operations Total PY 52.0 48.0 45.0 49.0 38.0 -7.0
Enterprise Information Systems (EIS) Total PY 6.0 6.0 5.0 5.0 5.0 0.0
Education Total PY 33.0 34.0 34.0 33.0 24.0 -10.0
Vocation Total PY 11.0 5.0 5.0 6.0 7.0 2.0
Dental Total PY 38.0 32.0 32.0 32.0 28.0 -4.0
Mental Health Total PY 10.5 11.0 11.0 11.0 15.0 4.0
Custody Subtotal 757.2 747.2 745.9 719.4 669.0 -76.9
Non Custody Subtotal 234.6 223.6 218.6 218.0 184.0 -34.6
Inmate Programs Subtotal 44.0 39.0 39.0 39.0 31.0 -8.0
Health Care Subtotal 48.5 43.0 43.0 43.0 43.0 0.0
Institution Total 1,084.3 1,052.8 1,046.5 1,019.4 927.0 -119.5
* DOF Budgeted Authority – Refers to the positions for the Blueprint authorized by the Department of Finance (DOF). The numbers were obtained from DOF and differ slightly from the
original numbers in the Blueprint due to minor adjustments of unallocated positions related to relief coverage and ratio positions.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 55
Office of the Inspector General State of California
APPENDIX A: STANDARDIZED STAFFING
KERN VALLEY STATE PRISON
Standardized * DOF Budget Budgets V. 5.0 - Difference Between
Staffing From MIRS
Staffing Category Classification Staffing July 2011 Staffing Totals July Authority Totals July Standardized Staffing Actual and Budgeted
Data as of 2/8/13
2013 2013 Totals July 2013 as of 2/8/13
Management Warden 1.0 1.0 1.0 1.0 0.0 -1.0
Chief Deputy 1.0 1.0 1.0 1.0 1.0 0.0
Assoc. Warden 6.0 7.0 7.0 7.0 5.0 -2.0
Captain 6.0 6.0 6.0 6.0 5.0 -1.0
Custody Lieutenant 31.3 31.8 31.7 32.2 29.0 -2.7
Sergeant 84.7 89.0 90.0 93.6 82.0 -8.0
Officer 914.0 822.5 835.8 843.0 801.0 -34.8
Correctional Counselor CCIII 1.0 1.0 1.0 1.0
CCII 12.0 11.0 11.0 11.0 35.0 0.0
CCI 30.5 22.0 23.0 29.0
Support Services Total PY 168.5 128.0 128.0 129.0 107.0 -21.0
Canteen Total PY 8.0 8.0 8.0 8.0 7.0 -1.0
Food Services Total PY 56.2 36.4 36.4 43.8 35.0 -1.4
Personnel Total PY 29.0 23.0 22.0 22.0 19.0 -3.0
Plant Operations Total PY 72.7 62.0 60.0 60.0 52.0 -8.0
Enterprise Information Systems (EIS) Total PY 5.0 5.0 5.0 4.0 4.0 -1.0
Education Total PY 35.0 36.0 36.0 37.0 31.0 -5.0
Vocation Total PY 7.0 6.0 6.0 6.0 5.0 -1.0
Dental Total PY 38.0 35.0 35.0 35.0 32.0 -3.0
Mental Health Total PY 41.1 58.5 58.5 65.5 70.0 11.5
Custody Subtotal 1,087.5 992.3 1,007.5 1,024.8 958.0 -49.5
Non Custody Subtotal 339.4 262.4 259.4 266.8 224.0 -35.4
Inmate Programs Subtotal 42.0 42.0 42.0 43.0 36.0 -6.0
Health Care Subtotal 79.1 93.5 93.5 100.5 102.0 8.5
Institution Total 1,548.0 1,390.2 1,402.4 1,435.1 1,320.0 -82.4
* DOF Budgeted Authority – Refers to the positions for the Blueprint authorized by the Department of Finance (DOF). The numbers were obtained from DOF and differ slightly from the
original numbers in the Blueprint due to minor adjustments of unallocated positions related to relief coverage and ratio positions.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 56
Office of the Inspector General State of California
APPENDIX A: STANDARDIZED STAFFING
MULE CREEK STATE PRISON
Standardized * DOF Budget Budgets V. 5.0 - Difference Between
Staffing From MIRS
Staffing Category Classification Staffing July 2011 Staffing Totals July Authority Totals July Standardized Staffing Actual and Budgeted
Data as of 2/8/13
2013 2013 Totals July 2013 as of 2/8/13
Management Warden 1.0 1.0 1.0 1.0 1.0 0.0
Chief Deputy 1.0 1.0 1.0 1.0 1.0 0.0
Assoc. Warden 4.0 4.0 4.0 4.0 3.0 -1.0
Captain 5.0 5.0 5.0 5.0 5.0 0.0
Custody Lieutenant 22.7 23.6 23.5 25.0 18.0 -5.5
Sergeant 67.2 69.8 70.6 65.2 65.0 -5.6
Officer 542.5 536.1 536.5 542.2 531.0 -5.5
Correctional Counselor CCIII 1.0 1.0 1.0 1.0
CCII 12.0 7.5 7.5 8.0 22.0 -3.5
CCI 22.5 18.0 17.0 21.0
Support Services Total PY 109.2 109.0 108.0 113.0 91.0 -17.0
Canteen Total PY 7.0 7.0 7.0 7.0 7.0 0.0
Food Services Total PY 26.3 28.6 28.6 29.2 26.0 -2.6
Personnel Total PY 12.8 21.0 20.0 20.0 14.0 -6.0
Plant Operations Total PY 49.5 54.0 52.0 54.0 47.0 -5.0
Enterprise Information Systems (EIS) Total PY 6.0 6.0 5.0 5.0 5.0 0.0
Education Total PY 28.0 32.0 32.0 31.0 28.0 -4.0
Vocation Total PY 7.0 3.0 3.0 6.0 4.0 1.0
Dental Total PY 32.0 27.5 27.5 27.5 27.0 -0.5
Mental Health Total PY 76.2 106.5 106.5 114.5 105.0 -1.5
Custody Subtotal 678.9 667.0 667.1 673.4 646.0 -21.1
Non Custody Subtotal 210.8 225.6 220.6 228.2 190.0 -30.6
Inmate Programs Subtotal 35.0 35.0 35.0 37.0 32.0 -3.0
Health Care Subtotal 108.2 134.0 134.0 142.0 132.0 -2.0
Institution Total 1,032.9 1,061.6 1,056.7 1,080.6 1,000.0 -56.7
* DOF Budgeted Authority – Refers to the positions for the Blueprint authorized by the Department of Finance (DOF). The numbers were obtained from DOF and differ slightly from the
original numbers in the Blueprint due to minor adjustments of unallocated positions related to relief coverage and ratio positions.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 57
Office of the Inspector General State of California
APPENDIX A: STANDARDIZED STAFFING
NORTH KERN STATE PRISON
Standardized * DOF Budget Budgets V. 5.0 - Difference Between
Staffing From MIRS
Staffing Category Classification Staffing July 2011 Staffing Totals July Authority Totals July Standardized Staffing Actual and Budgeted
Data as of 2/8/13
2013 2013 Totals July 2013 as of 2/8/13
Management Warden 1.0 1.0 1.0 1.0 0.0 -1.0
Chief Deputy 1.0 1.0 1.0 1.0 0.0 -1.0
Assoc. Warden 6.0 6.0 6.0 6.0 5.0 -1.0
Captain 6.0 6.0 6.0 6.0 6.0 0.0
Custody Lieutenant 28.7 29.8 29.7 29.8 26.0 -3.7
Sergeant 78.6 60.8 61.5 71.4 57.0 -4.5
Officer 722.7 626.2 639.2 631.8 601.0 -38.2
Correctional Counselor CCIII 2.0 1.0 1.0 1.0
CCII 12.2 12.0 12.0 10.0 49.0 -9.0
CCI 61.4 44.0 45.0 45.0
Support Services Total PY 214.0 165.0 165.0 169.0 148.0 -17.0
Canteen Total PY 7.0 7.0 7.0 7.0 5.0 -2.0
Food Services Total PY 41.0 37.6 37.6 38.0 27.0 -10.6
Personnel Total PY 21.5 22.0 21.0 21.0 17.0 -4.0
Plant Operations Total PY 65.0 54.0 52.0 54.0 42.0 -10.0
Enterprise Information Systems (EIS) Total PY 5.0 5.0 4.0 4.0 4.0 0.0
Education Total PY 23.0 23.0 23.0 20.0 18.0 -5.0
Vocation Total PY 0.0 3.0 3.0 2.0 2.0 -1.0
Dental Total PY 40.0 35.5 35.5 36.5 31.0 -4.5
Mental Health Total PY 71.0 79.8 79.8 77.7 61.0 -18.8
Custody Subtotal 919.6 787.8 802.4 803.0 744.0 -58.4
Non Custody Subtotal 353.5 290.6 286.6 293.0 243.0 -43.6
Inmate Programs Subtotal 23.0 26.0 26.0 22.0 20.0 -6.0
Health Care Subtotal 111.0 115.3 115.3 114.2 92.0 -23.3
Institution Total 1,407.1 1,219.7 1,230.3 1,232.2 1,099.0 -131.3
* DOF Budgeted Authority – Refers to the positions for the Blueprint authorized by the Department of Finance (DOF). The numbers were obtained from DOF and differ slightly from the
original numbers in the Blueprint due to minor adjustments of unallocated positions related to relief coverage and ratio positions.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 58
Office of the Inspector General State of California
APPENDIX A: STANDARDIZED STAFFING
PELICAN BAY STATE PRISON
Standardized * DOF Budget Budgets V. 5.0 - Difference Between
Staffing From MIRS
Staffing Category Classification Staffing July 2011 Staffing Totals July Authority Totals July Standardized Staffing Actual and Budgeted
Data as of 2/8/13
2013 2013 Totals July 2013 as of 2/8/13
Management Warden 1.0 1.0 1.0 1.0 1.0 0.0
Chief Deputy 1.0 1.0 1.0 1.0 0.0 -1.0
Assoc. Warden 5.0 5.0 5.0 5.0 4.0 -1.0
Captain 8.0 6.0 6.0 7.0 7.0 1.0
Custody Lieutenant 34.6 30.8 30.7 32.6 29.0 -1.7
Sergeant 96.1 96.2 97.3 98.0 83.0 -14.3
Officer 822.3 807.4 823.3 864.8 760.0 -63.3
Correctional Counselor CCIII 1.0 1.0 1.0 1.0
CCII 17.0 13.5 13.5 14.5 31.0 -8.5
CCI 25.5 24.0 25.0 25.0
Support Services Total PY 106.0 116.0 116.4 116.0 92.0 -24.4
Canteen Total PY 6.0 6.0 6.0 6.0 5.0 -1.0
Food Services Total PY 36.0 36.4 36.4 35.8 31.0 -5.4
Personnel Total PY 23.4 23.0 22.0 22.0 18.0 -4.0
Plant Operations Total PY 56.0 66.0 64.0 64.0 52.0 -12.0
Enterprise Information Systems (EIS) Total PY 5.0 4.0 3.0 4.0 4.0 1.0
Education Total PY 21.0 20.0 20.0 22.0 15.0 -5.0
Vocation Total PY 1.0 1.0 1.0 1.0 1.0 0.0
Dental Total PY 31.7 30.7 30.7 30.7 27.0 -3.7
Mental Health Total PY 72.6 72.0 72.0 73.0 84.0 12.0
Custody Subtotal 1,011.5 985.9 1,003.8 1,049.9 915.0 -88.8
Non Custody Subtotal 232.4 251.4 247.8 247.8 202.0 -45.8
Inmate Programs Subtotal 22.0 21.0 21.0 23.0 16.0 -5.0
Health Care Subtotal 104.3 102.7 102.7 103.7 111.0 8.3
Institution Total 1,370.2 1,361.0 1,375.3 1,424.4 1,244.0 -131.3
* DOF Budgeted Authority – Refers to the positions for the Blueprint authorized by the Department of Finance (DOF). The numbers were obtained from DOF and differ slightly from the
original numbers in the Blueprint due to minor adjustments of unallocated positions related to relief coverage and ratio positions.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 59
Office of the Inspector General State of California
APPENDIX A: STANDARDIZED STAFFING
PLEASANT VALLEY STATE PRISON
Standardized * DOF Budget Budgets V. 5.0 - Difference Between
Staffing From MIRS
Staffing Category Classification Staffing July 2011 Staffing Totals July Authority Totals July Standardized Staffing Actual and Budgeted
Data as of 2/8/13
2013 2013 Totals July 2013 as of 2/8/13
Management Warden 1.0 1.0 1.0 1.0 1.0 0.0
Chief Deputy 1.0 1.0 1.0 1.0 1.0 0.0
Assoc. Warden 6.0 5.0 5.0 4.0 4.0 -1.0
Captain 6.0 6.0 6.0 6.0 6.0 0.0
Custody Lieutenant 33.1 28.8 28.7 30.2 22.0 -6.7
Sergeant 80.8 78.8 79.7 78.4 64.0 -15.7
Officer 712.9 706.3 706.2 696.4 645.0 -61.2
Correctional Counselor CCIII 1.0 1.0 1.0 1.0
CCII 10.0 9.0 9.0 9.0 29.0 -3.0
CCI 31.5 21.0 22.0 23.0
Support Services Total PY 144.0 122.0 123.0 122.0 109.0 -14.0
Canteen Total PY 6.0 6.0 6.0 6.0 6.0 0.0
Food Services Total PY 38.2 32.6 32.6 33.0 24.0 -8.6
Personnel Total PY 20.7 22.0 21.0 21.0 15.0 -6.0
Plant Operations Total PY 74.9 61.0 59.0 63.0 53.0 -6.0
Enterprise Information Systems (EIS) Total PY 4.0 5.0 4.0 4.0 4.0 0.0
Education Total PY 33.0 37.0 37.0 38.0 27.0 -10.0
Vocation Total PY 11.0 5.0 5.0 8.0 6.0 1.0
Dental Total PY 41.0 33.0 33.0 33.0 27.0 -6.0
Mental Health Total PY 46.0 64.5 64.5 63.5 42.0 -22.5
Custody Subtotal 883.3 857.9 859.6 850.0 772.0 -87.6
Non Custody Subtotal 287.8 248.6 245.6 249.0 211.0 -34.6
Inmate Programs Subtotal 44.0 42.0 42.0 46.0 33.0 -9.0
Health Care Subtotal 87.0 97.5 97.5 96.5 69.0 -28.5
Institution Total 1,302.1 1,246.0 1,244.7 1,241.5 1,085.0 -159.7
* DOF Budgeted Authority – Refers to the positions for the Blueprint authorized by the Department of Finance (DOF). The numbers were obtained from DOF and differ slightly from the
original numbers in the Blueprint due to minor adjustments of unallocated positions related to relief coverage and ratio positions.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 60
Office of the Inspector General State of California
APPENDIX A: STANDARDIZED STAFFING
RICHARD J. DONOVAN CORRECTIONAL FACILITY
Standardized * DOF Budget Budgets V. 5.0 - Difference Between
Staffing From MIRS
Staffing Category Classification Staffing July 2011 Staffing Totals July Authority Totals July Standardized Staffing Actual and Budgeted
Data as of 2/8/13
2013 2013 Totals July 2013 as of 2/8/13
Management Warden 1.0 1.0 1.0 1.0 1.0 0.0
Chief Deputy 1.0 1.0 1.0 1.0 0.0 -1.0
Assoc. Warden 6.0 5.0 5.0 5.0 5.0 0.0
Captain 6.0 6.0 6.0 6.0 5.0 -1.0
Custody Lieutenant 32.1 27.8 27.7 28.2 24.0 -3.7
Sergeant 84.3 78.8 79.7 80.8 76.0 -3.7
Officer 749.4 682.5 684.2 703.2 672.0 -12.2
Correctional Counselor CCIII 2.0 1.0 1.0 1.0
CCII 12.1 10.0 10.0 10.0 33.0 -4.0
CCI 44.5 25.0 26.0 24.0
Support Services Total PY 179.4 119.5 120.5 120.5 87.0 -33.5
Canteen Total PY 7.0 7.0 7.0 7.0 5.0 -2.0
Food Services Total PY 34.8 35.4 35.4 33.0 23.0 -12.4
Personnel Total PY 20.0 22.0 21.0 22.0 17.0 -4.0
Plant Operations Total PY 54.0 57.0 55.0 57.0 35.0 -20.0
Enterprise Information Systems (EIS) Total PY 6.0 6.0 5.0 5.0 5.0 0.0
Education Total PY 32.5 31.0 31.0 29.0 25.0 -6.0
Vocation Total PY 3.0 7.0 7.0 8.0 3.0 -4.0
Dental Total PY 36.0 34.0 34.0 34.0 33.0 -1.0
Mental Health Total PY 114.5 138.1 138.1 137.1 141.0 2.9
Custody Subtotal 938.4 838.1 841.6 860.2 816.0 -25.6
Non Custody Subtotal 301.2 246.9 243.9 244.5 172.0 -71.9
Inmate Programs Subtotal 35.5 38.0 38.0 37.0 28.0 -10.0
Health Care Subtotal 150.5 172.1 172.1 171.1 174.0 1.9
Institution Total 1,425.6 1,295.1 1,295.6 1,312.8 1,190.0 -105.6
* DOF Budgeted Authority – Refers to the positions for the Blueprint authorized by the Department of Finance (DOF). The numbers were obtained from DOF and differ slightly from the
original numbers in the Blueprint due to minor adjustments of unallocated positions related to relief coverage and ratio positions.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 61
Office of the Inspector General State of California
APPENDIX A: STANDARDIZED STAFFING
SALINAS VALLEY STATE PRISON
Standardized ** DOF Budget Budgets V. 5.0 - Difference Between
Staffing From MIRS
Staffing Category Classification * Staffing July 2011 Staffing Totals July Authority Totals July Standardized Staffing Actual and Budgeted
Data as of 2/8/13
2013 2013 Totals July 2013 as of 2/8/13
Management Warden 1.0 1.0 1.0 1.0 0.0 -1.0
Chief Deputy 1.0 1.0 1.0 1.0 1.0 0.0
Assoc. Warden 6.0 6.0 6.0 6.0 3.0 -3.0
Captain 6.0 6.0 6.0 6.0 6.0 0.0
Custody Lieutenant 28.7 29.8 29.7 31.2 27.0 -2.7
Sergeant 99.2 93.0 94.0 94.2 81.0 -13.0
Officer 813.6 798.1 810.6 808.6 772.0 -38.6
Correctional Counselor CCIII 1.0 1.0 1.0 1.0
CCII 11.0 11.0 11.0 12.0 35.0 -5.0
CCI 30.5 27.0 28.0 27.0
Support Services Total PY 120.1 120.5 121.5 116.5 98.0 -23.5
Canteen Total PY 7.0 7.0 7.0 7.0 6.0 -1.0
Food Services Total PY 44.4 38.6 38.6 39.0 26.0 -12.6
Personnel Total PY 21.5 23.0 22.0 22.0 18.0 -4.0
Plant Operations Total PY 68.0 58.0 56.0 61.0 48.0 -8.0
Enterprise Information Systems (EIS) Total PY 5.0 5.0 4.0 4.0 4.0 0.0
Education Total PY 32.0 25.0 25.0 25.0 22.0 -3.0
Vocation Total PY 0.0 1.0 1.0 1.0 0.0 -1.0
Dental Total PY 36.0 33.0 33.0 33.0 32.0 -1.0
Mental Health Total PY 78.7 85.5 85.5 80.5 94.0 8.5
Custody Subtotal 998.0 973.9 988.3 988.0 925.0 -63.3
Non Custody Subtotal 266.0 252.1 249.1 249.5 200.0 -49.1
Inmate Programs Subtotal 32.0 26.0 26.0 26.0 22.0 -4.0
Health Care Subtotal 114.7 118.5 118.5 113.5 126.0 7.5
Institution Total 1,410.7 1,370.5 1,381.9 1,377.0 1,273.0 -108.9
* The total for the July 2011 staffing does not match the number displayed in the Blueprint (1,410.8) due to a rounding error in the Blueprint calculations.
** DOF Budgeted Authority – Refers to the positions for the Blueprint authorized by the Department of Finance (DOF). The numbers were obtained from DOF and differ slightly from the
original numbers in the Blueprint due to minor adjustments of unallocated positions related to relief coverage and ratio positions.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 62
Office of the Inspector General State of California
APPENDIX A: STANDARDIZED STAFFING
SIERRA CONSERVATION CENTER
Standardized * DOF Budget Budgets V. 5.0 - Difference Between
Staffing From MIRS
Staffing Category Classification Staffing July 2011 Staffing Totals July Authority Totals July Standardized Staffing Actual and Budgeted
Data as of 2/8/13
2013 2013 Totals July 2013 as of 2/8/13
Management Warden 1.0 1.0 1.0 1.0 0.0 -1.0
Chief Deputy 1.0 1.0 1.0 1.0 1.0 0.0
Assoc. Warden 5.0 5.0 5.0 4.0 4.0 -1.0
Captain 7.0 6.0 6.0 5.0 4.0 -2.0
Custody Lieutenant 46.0 44.0 43.9 37.0 23.0 -20.9
Sergeant 72.7 82.0 82.9 68.6 47.0 -35.9
Officer 519.5 500.3 508.3 461.6 510.0 1.7
Correctional Counselor CCIII 1.0 1.0 1.0 1.0
CCII 8.0 7.5 7.5 9.0 32.0 0.5
CCI 32.5 22.0 23.0 27.0
Support Services Total PY 130.4 129.0 131.0 123.5 99.0 -32.0
Support Services (Camps) Total PY 7.0 8.0 8.0 12.0 10.0 2.0
Canteen Total PY 6.0 6.0 6.0 6.0 7.0 1.0
Canteen (Camps) Total PY 1.0 1.0 1.0 1.0 0.0 -1.0
Food Services Total PY 25.0 24.8 24.8 25.4 19.0 -5.8
Food Services (Camps) Total PY 2.0 3.0 3.0 3.0 0.0 -3.0
Personnel Total PY 18.7 19.0 18.0 18.0 13.0 -5.0
Plant Operations Total PY 48.0 56.0 56.0 56.0 41.0 -15.0
Plant Operations (Camps) Total PY 5.0 3.0 3.0 3.0 0.0 -3.0
Enterprise Information Systems (EIS) Total PY 5.0 5.0 4.0 4.0 4.0 0.0
Education Total PY 30.0 36.0 36.0 35.0 22.0 -14.0
Vocation Total PY 7.0 11.0 11.0 11.0 7.0 -4.0
Dental Total PY 39.0 33.0 33.0 32.0 30.0 -3.0
Mental Health Total PY 23.8 26.0 26.0 24.0 17.0 -9.0
Custody Subtotal 693.7 669.8 679.6 615.2 621.0 -58.6
Non Custody Subtotal 248.1 254.8 254.8 251.9 193.0 -61.8
Inmate Programs Subtotal 37.0 47.0 47.0 46.0 29.0 -18.0
Health Care Subtotal 62.8 59.0 59.0 56.0 47.0 -12.0
Institution Total 1,041.6 1,030.6 1,040.4 969.1 890.0 -150.4
* DOF Budgeted Authority – Refers to the positions for the Blueprint authorized by the Department of Finance (DOF). The numbers were obtained from DOF and differ slightly from the original
numbers in the Blueprint due to minor adjustments of unallocated positions related to relief coverage and ratio positions.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 63
Office of the Inspector General State of California
APPENDIX A: STANDARDIZED STAFFING
VALLEY STATE PRISON
Standardized * DOF Budget Budgets V. 5.0 - Difference Between
Staffing From MIRS
Staffing Category Classification Staffing July 2011 Staffing Totals July Authority Totals July Standardized Staffing Actual and Budgeted
Data as of 2/8/13
2013 2013 Totals July 2013 as of 2/8/13
Management Warden 1.0 1.0 1.0 1.0 0.0 -1.0
Chief Deputy 1.0 1.0 1.0 1.0 0.0 -1.0
Assoc. Warden 5.0 5.0 5.0 4.0 4.0 -1.0
Captain 6.0 4.0 4.0 4.0 4.0 0.0
Custody Lieutenant 26.4 19.2 19.1 26.8 22.0 2.9
Sergeant 59.8 49.8 50.4 59.4 49.0 -1.4
Officer 409.6 437.0 448.7 395.2 373.0 -75.7
Correctional Counselor CCIII 2.0 1.0 1.0 1.0
CCII 9.0 7.0 7.0 8.0 20.0 -6.0
CCI 24.5 18.0 18.0 12.0
Support Services Total PY 116.6 108.0 107.0 99.0 80.0 -27.0
Canteen Total PY 6.0 6.0 6.0 6.0 5.0 -1.0
Food Services Total PY 25.9 32.6 32.6 29.2 21.0 -11.6
Personnel Total PY 15.9 18.0 17.0 17.0 12.0 -5.0
Plant Operations Total PY 45.0 56.0 52.0 50.0 36.0 -16.0
Enterprise Information Systems (EIS) Total PY 5.0 5.0 4.0 4.0 4.0 0.0
Education Total PY 26.0 35.0 35.0 34.0 26.0 -9.0
Vocation Total PY 7.0 16.0 16.0 17.0 4.0 -12.0
Dental Total PY 31.5 27.0 27.0 27.0 24.0 -3.0
Mental Health Total PY 59.7 42.5 42.5 40.5 45.0 2.5
Custody Subtotal 544.3 543.0 555.2 512.4 472.0 -83.2
Non Custody Subtotal 214.4 225.6 218.6 205.2 158.0 -60.6
Inmate Programs Subtotal 33.0 51.0 51.0 51.0 30.0 -21.0
Health Care Subtotal 91.2 69.5 69.5 67.5 69.0 -0.5
Institution Total 882.9 889.1 894.3 836.1 729.0 -165.3
* DOF Budgeted Authority – Refers to the positions for the Blueprint authorized by the Department of Finance (DOF). The numbers were obtained from DOF and differ slightly from the
original numbers in the Blueprint due to minor adjustments of unallocated positions related to relief coverage and ratio positions.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 64
Office of the Inspector General State of California
APPENDIX A: STANDARDIZED STAFFING
WASCO STATE PRISON
Standardized * DOF Budget Budgets V. 5.0 - Difference Between
Staffing From MIRS
Staffing Category Classification Staffing July 2011 Staffing Totals July Authority Totals July Standardized Staffing Actual and Budgeted
Data as of 2/8/13
2013 2013 Totals July 2013 as of 2/8/13
Management Warden 1.0 1.0 1.0 1.0 1.0 0.0
Chief Deputy 1.0 1.0 1.0 1.0 1.0 0.0
Assoc. Warden 6.0 6.0 6.0 6.0 3.0 -3.0
Captain 6.0 6.0 6.0 6.0 2.0 -4.0
Custody Lieutenant 35.5 33.6 33.5 32.2 25.0 -8.5
Sergeant 77.5 81.4 82.3 78.6 67.0 -15.3
Officer 780.7 702.7 718.0 694.0 635.0 -83.0
Correctional Counselor CCIII 2.0 1.0 1.0 1.0
CCII 13.2 14.0 14.0 11.0 59.0 -6.0
CCI 66.5 49.0 50.0 51.0
Support Services Total PY 229.4 172.0 174.0 182.0 170.0 -4.0
Canteen Total PY 8.0 8.0 8.0 8.0 5.0 -3.0
Food Services Total PY 50.8 50.8 50.8 43.0 37.0 -13.8
Personnel Total PY 30.1 23.0 22.0 22.0 18.0 -4.0
Plant Operations Total PY 74.0 60.0 58.0 61.0 50.0 -8.0
Enterprise Information Systems (EIS) Total PY 5.0 5.0 4.0 4.0 4.0 0.0
Education Total PY 20.0 21.0 21.0 22.0 17.0 -4.0
Vocation Total PY 0.0 3.0 3.0 3.0 2.0 -1.0
Dental Total PY 41.0 37.5 37.5 38.5 34.0 -3.5
Mental Health Total PY 77.7 74.0 74.0 69.0 61.0 -13.0
Custody Subtotal 989.4 895.7 912.8 881.8 793.0 -119.8
Non Custody Subtotal 397.3 318.8 316.8 320.0 284.0 -32.8
Inmate Programs Subtotal 20.0 24.0 24.0 25.0 19.0 -5.0
Health Care Subtotal 118.7 111.5 111.5 107.5 95.0 -16.5
Institution Total 1,525.4 1,350.0 1,365.1 1,334.3 1,191.0 -174.1
* DOF Budgeted Authority – Refers to the positions for the Blueprint authorized by the Department of Finance (DOF). The numbers were obtained from DOF and differ slightly from the
original numbers in the Blueprint due to minor adjustments of unallocated positions related to relief coverage and ratio positions.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 65
Office of the Inspector General State of California
APPENDIX B – HOUSING PLANS
The following pages display the information we summarized after reviewing data and
documents to assess whether the department is housing inmates consistent with the
housing plans identified in the Blueprint.
The first page of Appendix B displays a summary of a comparison of actual population
data against the design capacity beds identified for each prison in the Blueprint.36 The
data is summarized by different housing types. This type of comparison was performed to
assess whether the actual housing of inmates is consistent with the level and types of
housing identified in the Blueprint. The data shows that in each of the major categories,
the department is consistently surpassing the levels of housing inmates for each
individual housing type identified in the Blueprint as the overcrowding rate is over 100
percent in each major category. There are only a few housing categories that show an
overcrowding rate less than 100 percent and those categories are for special types of
housing such as beds for condemned inmates, hospice beds, or mental health crisis
beds.37
The subsequent pages of Appendix B display data in summary format for each institution
and then in detail format for each institution. We compared the individual Blueprint
housing plans for each institution at the unit level against “positive shift count” reports
obtained at each institution. These reports allowed a snapshot view of the inmate
population for each housing unit in operation. The initial summary page and the
individual pages for each institution compare the design capacity against the actual
inmate population on the day of the site visit. The fieldwork timeframe for the data
collected commenced on December 9, 2012 and concluded on January 14, 2013. The
capacity data that was identified in the Blueprint is color-coded in green while the data
from the “positive shift count” reports and the calculations we derived from the data are
color-coded in yellow. While most of the units identified in the Blueprint were matched
against data in the population count reports, in some cases, there was no data that
matched the unit name. In other cases, there were additional units we added to the
housing plans that were not identified in the Blueprint.
In summary, our assessment found that the actual housing of inmates is substantially
consistent with the housing plans identified in the Blueprint. Our assessment did find;
however, that there are two prisons (California Rehabilitation Center and California State
Prison, San Quentin) that have closed a few housing units. Within each institution’s
respective housing plan identified in Appendix B, the housing count is identified as zero
for those units that are closed.
36 The electronic population data is effective December 12, 2012 and was provided by CDCR.
37 Some of the beds identified in Appendix B are for very temporary housing. However, we identified them
since they are identified in the Blueprint.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 66
Office of the Inspector General State of California
APPENDIX B: HOUSING PLANS
CDCR Inmate Population Summary Per Housing Type
Male Prisons
General Population (GP) /A
Blueprint Overcrowding
GP Level Design Beds Population /B Difference Rate
Level I 7,614 7,888 274 104%
Level II 15,204 29,308 14,104 193%
Level III 10,934 11,445 511 105%
Level IV 8,228 11,655 3,427 142%
GP, Level Unknown 430 430
Subtotal, General Population 41,980 60,726 18,746 145%
Special Needs Yards (SNY) /A
Blueprint Overcrowding
SNY Level Design Beds Population /B Difference Rate
Level I 619 1,440 821 233%
Level II 7,654 15,668 8,014 205%
Level III 5,650 8,129 2,479 144%
Level IV 4,896 6,924 2,028 141%
SNY, Level Unknown 209 209
Subtotal, Special Needs Yards 18,819 32,370 13,551 172%
Miscellaneous Housing Types - Various Prison Locations
Blueprint Overcrowding
Housing Type Design Beds Population /B Difference Rate
Administrative Segregation Unit 5,601 6,576 975 117%
Fire Camps 2,444 3,549 1,105 145%
Reception Center 4,972 10,249 5,277 206%
Segregated Housing Unit 2,934 3,824 890 130%
Subtotal, Various Housing Types 15,951 24,198 8,247 152%
Miscellaneous Housing Types-Limited Prison Locations
Blueprint Overcrowding
Housing Type Design Beds Population /B Difference Rate
Acute Care 150 188 38 125%
Condemned 684 673 -11 98%
General Acute Care Hospital 29 120 91 414%
Hospice 17 13 -4 76%
Integrated Housing Unit 200 395 195 198%
Intermediate Care Facility 404 527 123 130%
Mental Health Crisis Beds 145 52 -93 36%
Protective Housing Unit 20 15 -5 75%
Psychiatric Services Unit 512 355 -157 69%
Subtotal, Limited Housing Types 2,161 2,338 177 108%
Subtotal, Male Prisons 78,911 119,632 40,721 152%
Female Prisons
Blueprint Overcrowding
Housing Types Design Beds Population /B Difference Rate
Acute Care 45 30 -15 67%
Administrative Segregation Unit 83 122 39 147%
Condemned 17 14 -3 82%
Fire Camps 110 232 122 211%
General Population 2,894 4,113 1,219 142%
Psychiatric Services Unit 23 19 -4 83%
Reception Center 356 518 162 146%
Segregated Housing Unit 60 98 38 163%
Subtotal, Female Prisons 3,588 5,146 1,558 143%
Blueprint Overcrowding
Design Beds Population /B Difference Rate
Totals, CDCR Prisons-Inmate Population 82,499 124,778 42,279 151%
/A - The data for the GP and SNY tables include Enhanced Outpatient Program (EOP) inmate design beds and population.
/B - The inmate population is based on 12/12/12 data from CDCR.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 67
Office of the Inspector General State of California
APPENDIX B: HOUSING PLANS
HOUSING PLAN - STATEWIDE SUMMARY
TOTAL INMATE OVERCROWDING RATE
* DESIGN * STAFFED COUNTS REVIEWED ON REVIEW DATE
INSTITUTION
CAPACITY CAPACITY BY OIG (DEC 2012 - (BASED ON DESIGN
JAN 2013) CAPACITY)
Avenal State Prison 2,920 4,350 5,031 172%
California Correctional Center 3,235 4,068 4,643 144%
California Correctional Institution 2,783 3,870 4,498 162%
California Institution for Men 2,944 4,130 4,776 162%
California Institution for Women 1,181 1,628 1,803 153%
California Medical Facility 2,412 2,871 2,340 97%
California Men's Colony 3,888 4,490 5,141 132%
California Rehabilitation Center 2,431 3,643 3,438 141%
California State Prison, Corcoran 3,116 4,136 4,647 149%
California State Prison, Los Angeles County 2,300 3,250 3,750 163%
California State Prison, Sacramento 1,828 2,362 2,526 138%
California State Prison, San Quentin 3,081 4,062 3,939 128%
California State Prison, Solano 2,610 3,890 4,132 158%
California Substance Abuse Treatment Facility 3,424 4,910 5,756 168%
Calipatria State Prison 2,308 3,308 3,514 152%
Centinela State Prison 2,308 3,308 3,487 151%
Central California Women's Facility 2,004 2,972 3,758 188%
Chuchawalla Valley State Prison 1,738 2,478 2,700 155%
Correctional Training Facility 3,312 4,899 5,667 171%
Deuel Vocational Institution 1,673 2,333 2,223 133%
Folsom State Prison 2,064 2,898 2,432 118%
Folsom Women's Facility 403 403 43 11%
High Desert State Prison 2,324 3,329 3,470 149%
Ironwood State Prison 2,200 3,175 3,501 159%
Kern Valley State Prison 2,448 3,506 3,871 158%
Mule Creek State Prison 1,700 2,400 2,814 166%
North Kern State Prison 2,694 3,911 4,549 169%
Pelican Bay State Prison 2,380 3,041 2,962 124%
Pleasant Valley State Prison 2,308 3,308 3,595 156%
Richard J. Donavon Correctional Facility 2,200 3,138 3,550 161%
Salinas Valley State Prison 2,452 3,361 3,616 147%
Sierra Conservation Center 2,866 3,704 4,699 164%
Valley State Prison 1,980 2,948 1,665 84%
Wasco State Prison 2,984 4,351 5,034 169%
GRAND TOTAL 82,499 114,431 123,570 150%
* Capacity totals per site may not match Blueprint numbers due to incorrect formulas or a lack of rounding in the Blueprint numbers.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 68
Office of the Inspector General State of California
APPENDIX B: HOUSING PLANS
AVENAL STATE PRISON - HOUSING PLAN
ACTUAL INMATE
Difference Overcrowding
* DESIGN * STAFFED COUNT
HOUSING UNIT TYPE (Actual vs. Rate (Based on
CAPACITY CAPACITY REVIEWED BY
Staffed Capacity) Design)
OIG 12/11/12
FACILITY A
Bldg 110 270 Dorm 130 195 242 47 186%
Bldg 120 270 Dorm 130 195 234 39 180%
Bldg 130 E-Dorm 100 150 154 4 154%
Bldg 140 270 Cells 100 125 101 -24 101%
Total 460 665 731 66 159%
FACILITY B
Bldg 210 270 Dorm 130 195 245 50 188%
Bldg 220 E-Dorm 100 150 185 35 185%
Bldg 230 270 Dorm 130 195 246 51 189%
Bldg 250 270 Dorm 130 195 239 44 184%
Total 490 735 915 180 187%
FACILITY C
Bldg 310 270 Dorm 130 195 253 58 195%
Bldg 320 E-Dorm 100 150 190 40 190%
Bldg 330 270 Dorm 130 195 250 55 192%
Bldg 350 270 Dorm 130 195 251 56 193%
Total 490 735 944 209 193%
FACILITY D
Bldg 410 270 Dorm 130 195 254 59 195%
Bldg 420 E-Dorm 100 150 192 42 192%
Bldg 430 270 Dorm 130 195 256 61 197%
Bldg 450 270 Dorm 130 195 245 50 188%
Total 490 735 947 212 193%
FACILITY E
Bldg 510 270 Dorm 130 195 206 11 158%
Bldg 520 E-Dorm 100 150 146 -4 146%
Bldg 530 270 Dorm 130 195 198 3 152%
Bldg 550 270 Dorm 130 195 182 -13 140%
Total 490 735 732 -3 149%
FACILITY F
Bldg 610 270 Dorm 130 195 192 -3 148%
Bldg 630 270 Dorm 130 195 190 -5 146%
Bldg 640 E-Dorm 100 150 159 9 159%
Bldg 650 270 Dorm 130 195 195 0 150%
Total 490 735 736 1 150%
Firehouse
Firehouse 10 10 19 9 190%
GRAND TOTAL 2920 4350 5024 674 172%
Out-Count Area
Watch Office 2
Off-Prison Grounds
Out to Hospital 5
GRAND TOTAL 2920 4350 5031 681 172%
* Capacity totals may not match Blueprint numbers due to incorrect formulas or a lack of rounding in the Blueprint numbers.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 69
Office of the Inspector General State of California
APPENDIX B: HOUSING PLANS
CALIFORNIA CORRECTIONAL CENTER - HOUSING PLAN
ACTUAL INMATE
Difference Overcrowding
* DESIGN * STAFFED COUNT
HOUSING UNIT TYPE (Actual vs. Rate (Based on
CAPACITY CAPACITY REVIEWED BY
Staffed Capacity) Design)
OIG 1/6/13
FACILITY A
Abel Unit Dorm 224 336 381 45 170%
Baker Unit Dorm 224 336 345 9 154%
Charlie Unit Dorm 160 240 234 -6 146%
Arnold Unit Dorm 242 242 244 2 101%
Total 850 1154 1204 50 142%
FACILITY B
Delta Unit Dorm 224 336 393 57 175%
Echo Unit Dorm 224 336 346 10 154%
Fox Unit Dorm 160 240 257 17 161%
Total 608 912 996 84 164%
FACILITY C
Bldg 1 270 Cells 100 150 145 -5 145%
Bldg 2 270 Cells 100 150 155 5 155%
Bldg 3 270 Cells 100 150 150 0 150%
Bldg 4 270 Cells 100 125 151 26 151%
Bldg 5 270 Cells 100 150 148 -2 148%
Total 500 725 749 24 150%
Camps
Camp #1 Dorm 120 120 101 -19 84%
Camp #2 Dorm 100 100 78 -22 78%
Camp #3 Dorm 120 120 110 -10 92%
Camp #4 Dorm 120 120 97 -23 81%
Camp #5 Dorm 100 100 104 4 104%
Camp #6 Dorm 100 100 86 -14 86%
Camp #7 Dorm 100 100 86 -14 86%
Camp #8 Dorm 120 120 86 -34 72%
Camp #9 Dorm 80 80 73 -7 91%
Camp #10 Dorm 100 100 76 -24 76%
Camp #11 Dorm 100 100 140 40 140%
Camp #12 Dorm 100 100 96 -4 96%
Camp #13 102 102
Camp #14 81 81
Camp #15 99 99
Camp #16 110 110
Camp #17 76 76
Camp #18 83 83
Total 1260 1260 1684 424 134%
Firehouse
Firehouse 1 8 8 0 -8 0%
Firehouse 2 9 9 0 -9 0%
Total 17 17 0 -17 0%
GRAND TOTAL 3235 4068 4633 565 143%
CENTRAL SERVICE
Bldg 1 1
Bldg 2 4
OUT-COUNT AREA
Main Infirmary, Patio, Snack Bar 5
GRAND TOTAL 3235 4068 4643 575 144%
* Capacity totals may not match Blueprint numbers due to incorrect formulas or a lack of rounding in the Blueprint numbers.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 70
Office of the Inspector General State of California
APPENDIX B: HOUSING PLANS
CALIFORNIA CORRECTIONAL INSTITUTION - HOUSING
PLAN
ACTUAL INMATE
Difference Overcrowding
* DESIGN * STAFFED COUNT
HOUSING UNIT TYPE (Actual vs. Rate (Based on
CAPACITY CAPACITY REVIEWED BY
Staffed Capacity) Design)
OIG 1/11/13
FACILITY A
Unit 1 180 Cells 62 74 95 21 153%
Unit 2 180 Cells 62 74 95 21 153%
Unit 3 180 Cells 62 74 94 20 152%
Unit 4 180 Cells 62 74 96 22 155%
Unit 5 180 Cells 62 74 98 24 158%
Unit 6 180 Cells 62 78 69 -9 111%
Unit 7 180 Cells 64 80 69 -11 108%
Unit 8 180 Cells 64 80 71 -9 111%
Total 500 608 687 79 137%
FACILITY B
Unit 1 180 Cells 62 74 87 13 140%
Unit 2 180 Cells 62 74 101 27 163%
Unit 3 180 Cells 62 74 96 22 155%
Unit 4 180 Cells 62 74 95 21 153%
Unit 5 180 Cells 62 74 95 21 153%
Unit 6 180 Cells 62 74 95 21 153%
Unit 7 180 Cells 64 77 98 21 153%
Unit 8 180 Cells 64 77 91 14 142%
Inf. 10 10
Total 500 598 768 170 154%
FACILITY C
Bldg 1 270 Cells 100 150 176 26 176%
Bldg 2 270 Cells 100 150 184 34 184%
Bldg 3 270 Cells 100 150 181 31 181%
Bldg 4 270 Cells 100 150 176 26 176%
Bldg 5 270 Cells 100 150 183 33 183%
Total 500 750 900 150 180%
FACILITY D
Dorm 1 Dorm 80 120 151 31 189%
Dorm 2 Dorm 80 120 147 27 184%
Dorm 3 Dorm 80 120 131 11 164%
Dorm 4 Dorm 80 120 145 25 181%
Dorm 5 Dorm 80 120 150 30 188%
Dorm 6 Dorm 80 120 133 13 166%
Dorm 7 Dorm 80 120 147 27 184%
Dorm 8 Dorm 80 120 129 9 161%
RestHouse Cells 24 30 0 -30 0%
Total 664 990 1133 143 171%
FACILITY E
Briggs Dorm 104 156 194 38 187%
Clark Dorm 160 240 314 74 196%
Davis Dorm 74 111 85 -26 115%
Fire House Dorm 10 10 3 -7 30%
Rex Deal Dorm 80 120 97 -23 121%
Van Wess Dorm 117 176 217 41.5 185%
Willard Dorm 74 111 93 -18 126%
Total 619 924 1003 79.5 162%
GRAND TOTAL 2783 3870 4491 621.5 161%
CENTRAL SERVICE
Fir 1 7
GRAND TOTAL 2783 3870 4498 628.5 162%
* Capacity totals may not match Blueprint numbers due to incorrect formulas or a lack of rounding in the Blueprint numbers.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 71
Office of the Inspector General State of California
APPENDIX B: HOUSING PLANS
CALIFORNIA INSTITUTION FOR MEN -
HOUSING PLAN
ACTUAL INMATE
Difference Overcrowding
* DESIGN * STAFFED COUNT
HOUSING UNIT TYPE (Actual vs. Rate (Based on
CAPACITY CAPACITY REVIEWED BY
Staffed Capacity) Design)
OIG 12/9/12
FACILITY A
Angeles Dorm 80 120 144 24 180%
Borrego Dorm 80 120 135 15 169%
Cleveland Dorm 80 120 148 28 185%
Joshua Dorm 80 120 137 17 171%
Laguna Dorm 80 120 137 17 171%
Mariposa Dorm 80 120 120 0 150%
Otay Dorm 80 120 138 18 173%
Sequioia Dorm 80 120 139 19 174%
Total 640 960 1098 138 172%
FACILITY B
Birch Cells (O/U) 154 154 232 78 151%
Cypress Cells (O/U) 102 102 167 65 164%
Madrone Cells (O/U) 102 102 183 81 179%
Palm Cells (O/U) 102 102 155 53 152%
Sycamore Cells (O/U) 102 102 199 97 195%
Fam 1 1
Total 562 562 937 375 167%
FACILITY C
Alpine Cells 100 150 182 32 182%
Butte Cells 100 150 186 36 186%
Colusa Cells 100 150 188 38 188%
Del Norte Cells 100 150 193 43 193%
Total 400 600 749 149 187%
FACILITY D
Alder Hall Dorm 100 150 173 23 173%
Spruce Hall Dorm 100 150 159 9 159%
Willow Hall Dorm 100 150 159 9 159%
Magnolia Hall Dorm 100 150 162 12 162%
Juniper Hall Dorm 100 150 172 22 172%
West Dorm Cells 224 336 325 -11 145%
South Dorm Cells 52 78 73 -5 140%
Redwood Dorm 100 150 150 0 150%
Elm Hall Dorm 156 234 74 -160 47%
Cedar Hall Dorm 100 150 167 17 167%
Pine Hall Dorm 100 150 148 -2 148%
Oak Hall Dorm 100 150 153 3 153%
Firehouse Dorm 10 10 3 -7 30%
OHU 61 61
Total 1342 2008 1979 -29 147%
GRAND TOTAL 2944 4130 4763 633 162%
OUT-COUNT AREA
Hospital 4
Off-Prison Grounds
Out to Hospital 9
GRAND TOTAL 2944 4130 4776 646 162%
* Capacity totals may not match Blueprint numbers due to incorrect formulas or a lack of rounding in the Blueprint numbers.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 72
Office of the Inspector General State of California
APPENDIX B: HOUSING PLANS
CALIFORNIA INSTITUTION FOR WOMEN -
HOUSING PLAN
ACTUAL INMATE
Difference Overcrowding
* DESIGN * STAFFED COUNT
HOUSING UNIT TYPE (Actual vs. Rate (Based on
CAPACITY CAPACITY REVIEWED BY
Staffed Capacity) Design)
OIG 12/9/12
RC HALL
Hall 1-4 Rooms 116 174 209 35 180%
Total 116 174 209 35 180%
DORMS
Barneberg Dorm 120 180 207 27 173%
Emmons Dorm 120 180 202 22 168%
Harrison Dorm 120 180 176 -4 147%
Latham Dorm 120 180 101 -79 84%
Miller Dorm 120 180 212 32 177%
Wilson Dorm 120 180 201 21 168%
Total 720 1080 1099 19 153%
GP
SP HU TIER 1 270 10 10 0 -10 0%
SP HU TIER 1 270 30 38 0 -38 0%
SP HU TIER 1 270 10 10 75 65 750%
SP HU TIER 2 270 50 50 75 25 150%
Total 100 108 150 42 150%
SCU
North Dorms 24 36
West Dorms 23 35 72 -19 103%
East Cells 23 20
Total 70 91 72 -19 103%
CAMPS
Camp #1 Camp 100 100 0 -100 0%
Rainbow Camp 73 73
Malibu Camp 70 70
Puerta La Cruz Camp 87 87
Total 100 100 230 130 230%
Medical
OHU OHU 10 10 1 -9 10%
Total 10 10 1 -9 10%
ICF
PIP ICF 45 45 32 -13 71%
Total 45 45 32 -13 71%
WALKER
North Rooms 10 10 0 -10 0%
South Rooms 10 10 0 -10 0%
Total 20 20 0 -20 0%
GRAND TOTAL 1181 1628 1793 165 152%
CENTRAL SERVICE
Fam 1 2
Infirmary 1 7
Off-Prison Grounds
Out to Hospital 1
GRAND TOTAL 1181 1628 1803 175 153%
* Capacity totals may not match Blueprint numbers due to incorrect formulas or a lack of rounding in the Blueprint numbers.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 73
Office of the Inspector General State of California
APPENDIX B: HOUSING PLANS
CALIFORNIA MEDICAL FACILITY -
HOUSING PLAN
ACTUAL INMATE
* DESIGN * STAFFED COUNT Difference Overcrowding
HOUSING UNIT TYPE CAPACITY CAPACITY REVIEWED BY (Actual vs. Rate (Based on
OIG 1/6/13 Staffed Capacity) Design)
Main
A Wing - 2 Dorm 44 44 28 -16 64%
A Wing - 3 Dorm 40 40 22 -18 55%
C Dorm Dorm 100 150 0 -150 0%
D Dorm Dorm 100 150 0 -150 0%
G Wing - 1 Cells 28 28 25 -3 89%
G Wing - 2 Cells 29 29 26 -3 90%
G Wing - 3 Cells 47 47 46 -1 98%
H Wing - 1 Dorm 43 43 42 -1 98%
H Wing - 2 Cells 51 77 66 -11 129%
H Wing - 3 Cells 51 77 66 -11 129%
I Wing - 1 Cells 37 56 73 17 197%
I Wing - 2 Cells 38 57 57 0 150%
I Wing - 3 Cells 38 38 31 -7 82%
J Wing Dorm 244 366 167 -199 68%
L Wing Cells 113 147 35 -112 31%
M Wing - 1 Cells 37 48 65 17 176%
M Wing - 2 Cells 38 49 70 21 184%
M Wing - 3 Cells 38 38 31 -7 82%
N Wing Cells 113 147 201 54 178%
P Wing - 1 Cells 32 42 31 -11 97%
P Wing - 2 Cells 36 47 34 -13 94%
P Wing - 3 Cells 30 39 30 -9 100%
Q Wing Cells 90 90 85 -5 94%
R Wing - 1 Dorm 30 45 60 15 200%
S Wing - 1 Cells 30 30 30 0 100%
S Wing - 2 Cells 30 30 29 -1 97%
S Wing - 3 Cells 18 18 0 -18 0%
T Wing Cells 158 158 153 -5 97%
U Wing Cells 156 156 149 -7 96%
V Wing Cells 158 158 149 -9 94%
W Wing Cells 125 125 56 -69 45%
X Corridor Rooms 17 17 10 -7 59%
Y - Dorm Dorm 24 36 33 -3 138%
Total 2163 2622 1900 -722 88%
** FACILITY B
DC 1 196 196
DD 1 71 71
Total 267 267
** FACILITY C
HTCA1 15 15
HTCB1 16 16
HTCC1 16 16
HTCD1 15 15
Total 62 62
MEDICAL
MHCB 50 50 0 -50 0%
ICF 64 64 0 -64 0%
RANCH
Fire House Dorm 9 9 7 -2 78%
M1 -M7 Dorm 126 126 58 -68 46%
Total 135 135 65 -70 48%
GRAND TOTAL 2412 2871 2294 -577 95%
CENTRAL SERVICE
CTCA1 21
CTCB1 17
FAM 1 2
Off-Prison Grounds
Out to Hospital 6
GRAND TOTAL 2412 2871 2340 -531 97%
* Capacity totals may not match Blueprint numbers due to incorrect formulas or a lack of rounding in the Blueprint numbers.
** The count sheets and the Blueprint housing unit identifications varied significantly. Since the population at housing units not identified in the
Blueprint make up for those with an identified housing unit but no corresponding information on the count reports, we deemed it negligible.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 74
Office of the Inspector General State of California
APPENDIX B: HOUSING PLANS
CALIFORNIA MEN'S COLONY - HOUSING PLAN
ACTUAL INMATE
Difference Overcrowding
* DESIGN * STAFFED COUNT
HOUSING UNIT TYPE (Actual vs. Rate (Based on
CAPACITY CAPACITY REVIEWED BY
Staffed Capacity) Design)
OIG 1/14/13
EAST FACILITY
FACILITY A
Bldg 1 Cells (O/U) 300 300 419 119 140%
Bldg 2 Cells (O/U) 300 300 356 56 119%
Total 600 600 775 175 129%
FACILITY B
Bldg 3 Cells (O/U) 300 300 433 133 144%
Bldg 4 Cells (O/U) 300 300 248 -52 83%
Total 600 600 681 81 114%
FACILITY C
Bldg 5 Cells (O/U) 300 300 426 126 142%
Bldg 6 Cells (O/U) 300 300 410 110 137%
Total 600 600 836 236 139%
FACILITY D
Bldg 7 Cells (O/U) 300 300 349 49 116%
Bldg 8 Cells (O/U) 300 300 398 98 133%
Total 600 600 747 147 125%
Separate ASU
ASU 25 25 0 -25 0%
Total 25 25 0 -25 0%
MH CRISIS BED
MHCB 50 50 0 -50 0%
Total 50 50 0 -50 0%
WEST FACILITY
FACILITY E
Dorms 1-10 Dorm 450 675 689 14 153%
Total 450 675 689 14 153%
FACILITY F
Dorms 11-20 Dorm 450 675 683 8 152%
Total 450 675 683 8 152%
FACILITY G
Dorms 22-28 Dorm 303 455 445 -10 147%
Total 303 455 445 -10 147%
MSF
Dorm 30 Dorm 44 44 44 0 100%
Dorm 31 Dorm 44 44 70 26 159%
Dorm 32 Dorm 44 44 41 -3 93%
Dorm 33 Dorm 33 33 54 21 164%
Dorm 34 Dorm 33 33 33 0 100%
Firehouse 12 12 8 -4 67%
Total 210 210 250 40 119%
GRAND TOTAL 3888 4490 5106 616 131%
CENTRAL SERVICE
Hos 1 28
OUT-COUNT AREA
Family Visiting 3
Off-Prison Grounds
Out to Hospital 4
GRAND TOTAL 3888 4490 5141 651 132%
* Capacity totals may not match Blueprint numbers due to incorrect formulas or a lack of rounding in the Blueprint numbers.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 75
Office of the Inspector General State of California
APPENDIX B: HOUSING PLANS
CALIFORNIA REHABILITATION CENTER - HOUSING PLAN
ACTUAL INMATE Difference Overcrowding
HOUSING UNIT TYPE * DESIGN * STAFFED COUNT (Actual vs. Rate (Based on
CAPACITY CAPACITY REVIEWED BY Staffed Capacity) Design)
OIG 12/9/12
Level I
Firehouse Dorm 10 10 0 -10 0%
Total 10 10 0 -10 0%
** FACILITY A
Dorm 101 Dorm 44 66 74 8 168%
Dorm 102 Dorm 44 66 74 8 168%
Dorm 103 Dorm 44 66 76 10 173%
Dorm 104 Dorm 44 66 73 7 166%
Dorm 105 Dorm 44 66 0 -66 0%
Dorm 106 Dorm 50 75 75 0 150%
Dorm 107 Dorm 44 66 75 9 170%
Dorm 108 Dorm 44 66 75 9 170%
Dorm 109 Dorm 50 75 66 -9 132%
Dorm 110 Dorm 50 75 71 -4 142%
Dorm 111 Dorm 50 75 73 -2 146%
Dorm 112 Dorm 50 75 72 -3 144%
Total 558 837 804 -33 144%
** FACILITY B
Dorm 201 Dorm 50 75 77 2 154%
Dorm 202 Dorm 50 75 74 -1 148%
Dorm 203 Dorm 50 75 77 2 154%
Dorm 204 Dorm 50 75 79 4 158%
Dorm 205 Dorm 50 75 78 3 156%
Dorm 206 Dorm 50 75 78 3 156%
Dorm 207 Dorm 50 75 75 0 150%
Dorm 208 Dorm 50 75 78 3 156%
Dorm 209 Dorm 50 75 74 -1 148%
Dorm 210 Dorm 50 75 75 0 150%
Dorm 211 Dorm 50 75 0 -75 0%
Dorm 212 Dorm 50 75 0 -75 0%
Dorm 213 Dorm 50 75 0 -75 0%
Dorm 214 Dorm 100 150 145 -5 145%
Total 750 1125 910 -215 121%
** FACILITY C
Dorm 301 Dorm 50 75 0 -75 0%
Dorm 302 Dorm 50 75 0 -75 0%
Dorm 303 Dorm 50 75 78 3 156%
Dorm 304 Dorm 50 75 68 -7 136%
Dorm 305 Dorm 50 75 70 -5 140%
Dorm 306 Dorm 50 75 76 1 152%
Dorm 307 Dorm 50 75 74 -1 148%
Dorm 308 Dorm 50 75 77 2 154%
Dorm 309 Dorm 50 75 72 -3 144%
Dorm 310 Dorm 50 75 72 -3 144%
Dorm 311 Dorm 50 75 73 -2 146%
Dorm 312 Dorm 50 75 64 -11 128%
Dorm 313 Dorm 50 75 62 -13 124%
Dorm 314 Dorm 32 48 60 12 188%
Dorm 315 Dorm 31 47 57 10 184%
Fir 9 9
Total 713 1070 912 -158 128%
FACILITY D
Dorm 401 Dorm 43 65 86 21 200%
Dorm 402 Dorm 50 75 100 25 200%
Dorm 403 Dorm 47 71 94 23 200%
Dorm 404 Dorm 50 75 100 25 200%
Dorm 405 Dorm 48 72 96 24 200%
Dorm 406 Dorm 42 63 84 21 200%
Dorm 407 Dorm 40 60 80 20 200%
Dorm 408 Dorm 40 60 80 20 200%
Dorm 409 Dorm 40 60 80 20 200%
Total 400 601 800 199 200%
GRAND TOTAL 2431 3643 3426 -217 141%
OUT-COUNT AREA
Infirmary 6
R & R 2
Other 4
GRAND TOTAL 2431 3643 3438 -205 141%
* Capacity totals may not match Blueprint numbers due to incorrect formulas or a lack of rounding in the Blueprint numbers.
** It appears that a total of six housing units have been closed among the A, B, and C facilities.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 76
Office of the Inspector General State of California
APPENDIX B: HOUSING PLANS
CALIFORNIA STATE PRISON, CORCORAN - HOUSING PLAN
ACTUAL INMATE Difference Overcrowding
HOUSING UNIT TYPE * DESIGN * STAFFED COUNT (Actual vs. Rate (Based on
CAPACITY CAPACITY REVIEWED BY Staffed Capacity) Design)
OIG 12/12/12
MSF
A Dorm Dorm 96 96 54 -42 56%
B Dorm Dorm 96 96 66 -30 69%
C Dorm Dorm 96 96 66 -30 69%
D Dorm Dorm 96 96 53 -43 55%
E Dorm E-Dorm 100 100 124 24 124%
Firehouse Dorm 8 8 5 -3 63%
Total 492 492 368 -124 75%
FACILITY 3A
Bldg 1 270 Cells 100 150 192 42 192%
Bldg 2 270 Cells 100 150 191 41 191%
Bldg 3 270 Cells 50 50 54 4 108%
Bldg 3 270 Cells 50 63 52 -11 104%
Bldg 4 270 Cells 100 125 122 -3 122%
Bldg 5 270 Cells 100 150 189 39 189%
Total 500 688 800 112 160%
FACILITY 3B
Bldg 1 270 Cells 100 150 159 9 159%
Bldg 2 270 Cells 100 150 196 46 196%
Bldg 3 270 Cells 100 150 191 41 191%
Bldg 4 270 Cells 100 150 196 46 196%
Bldg 5 270 Cells 100 150 191 41 191%
Total 500 750 933 183 187%
FACILITY 3C
Bldg 1 270 Cells 100 150 199 49 199%
Bldg 2 270 Cells 100 150 197 47 197%
Bldg 3 270 Cells 100 150 199 49 199%
Bldg 4 270 Cells 100 150 197 47 197%
Bldg 5 270 Cells 100 150 200 50 200%
Total 500 750 992 242 198%
FACILITY 4A
Bldg 4A-1L 180 Cells 64 77 79 2 123%
Bldg 4A-1R 180 Cells 64 77 85 8 133%
Bldg 4A-2L 180 Cells 64 77 84 7 131%
Bldg 4A-2R 180 Cells 64 77 81 4 127%
Bldg 4A-3L 180 Cells 64 77 99 22 155%
Bldg 4A-3R 180 Cells 64 77 83 6 130%
Bldg 4A-4L 180 Cells 64 77 77 0 120%
Bldg 4A-4R 180 Cells 44 53 38 -15 86%
Bldg 4A-4R 180 Cells 20 24 26 2 130%
Total 512 616 652 36 127%
FACILITY 4B
Bldg 4B-1L 180 Cells 64 77 91 14 142%
Bldg 4B-1R 180 Cells 64 77 90 13 141%
Bldg 4B-2L 180 Cells 64 77 81 4 127%
Bldg 4B-2R 180 Cells 64 77 86 9 134%
Bldg 4B-3L 180 Cells 64 77 88 11 138%
Bldg 4B-3R 180 Cells 64 77 100 23 156%
Bldg 4B-4L 180 Cells 64 77 96 19 150%
Bldg 4B-4R 180 Cells 64 77 89 12 139%
Total 512 616 721 105 141%
ASU
Stand Alone ASU 100 125 95 -30 95%
Total 100 125 95 -30 95%
Hospital
Hospital 0 99 82 -17
Total 0 99 82 -17
GRAND TOTAL 3116 4136 4643 507 149%
Off-Prison Grounds
Out to Hospital 4
GRAND TOTAL 3116 4136 4647 511 149%
* Capacity totals may not match Blueprint numbers due to incorrect formulas or a lack of rounding in the Blueprint numbers.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 77
Office of the Inspector General State of California
APPENDIX B: HOUSING PLANS
CALIFORNIA STATE PRISON - LOS ANGELES COUNTY -
HOUSING PLAN
ACTUAL INMATE
Difference Overcrowding
* DESIGN * STAFFED COUNT
HOUSING UNIT TYPE (Actual vs. Rate (Based on
CAPACITY CAPACITY REVIEWED BY
Staffed Capacity) Design)
OIG 12/12/12
MSF
Bldg 1 Dorm 100 100 96 -4 96%
Bldg 2 Dorm 100 100 99 -1 99%
Total 200 200 195 -5 98%
FACILITY A
Bldg 1 270 Cells 100 150 188 38 188%
Bldg 2 270 Cells 100 150 188 38 188%
Bldg 3 270 Cells 100 150 167 17 167%
Bldg 4 270 Cells 100 150 106 -44 106%
Bldg 5 270 Cells 100 125 112 -13 112%
Total 500 725 761 36 152%
FACILITY B
Bldg 1 270 Cells 100 150 181 31 181%
Bldg 2 270 Cells 100 150 169 19 169%
Bldg 3 270 Cells 100 150 175 25 175%
Bldg 4 270 Cells 100 150 171 21 171%
Bldg 5 270 Cells 100 150 174 24 174%
Total 500 750 870 120 174%
FACILITY C
Bldg 1 270 Cells 100 150 183 33 183%
Bldg 2 270 Cells 100 150 191 41 191%
Bldg 3 270 Cells 100 150 198 48 198%
Bldg 4 270 Cells 100 150 197 47 197%
Bldg 5 270 Cells 100 150 192 42 192%
Total 500 750 961 211 192%
FACILITY D
Bldg 1 270 Cells 100 150 141 -9 141%
Bldg 2 270 Cells 100 150 158 8 158%
Bldg 3 270 Cells 100 150 167 17 167%
Bldg 4 270 Cells 100 150 165 15 165%
Bldg 5 270 Cells 100 100 174 74 174%
Total 500 700 805 105 161%
ASU
STAND ALONE ASU 100 125 138 13 138%
Total 100 125 138 13 138%
GRAND TOTAL 2300 3250 3730 480 162%
CENTRAL SERVICE
FAM 1 3
INF 1 16
Off-Prison Grounds
Coyote Cate 1
GRAND TOTAL 2300 3250 3750 500 163%
* Capacity totals may not match Blueprint numbers due to incorrect formulas or a lack of rounding in the Blueprint numbers.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 78
Office of the Inspector General State of California
APPENDIX B: HOUSING PLANS
CALIFORNIA STATE PRISON, SACRAMENTO - HOUSING
PLAN
ACTUAL INMATE
Difference Overcrowding
* DESIGN * STAFFED COUNT
HOUSING UNIT TYPE (Actual vs. Rate (Based on
CAPACITY CAPACITY REVIEWED BY
Staffed Capacity) Design)
OIG 12/17/12
MSF
D Dorm Dorm 96 96 47 -49 49%
E Dorm Dorm 96 96 38 -58 40%
Total 192 192 85 -107 44%
FACILITY A
Bldg A1 180 Cells 64 64 60 -4 94%
Bldg A2 180 Cells 64 64 56 -8 88%
Bldg A3 180 Cells 64 64 57 -7 89%
Bldg A4 180 Cells 64 64 60 -4 94%
Bldg A5 180 Cells 64 64 59 -5 92%
Bldg A6 180 Cells 64 96 88 -8 138%
Bldg A7 180 Cells 64 96 82 -14 128%
Bldg A8 180 Cells 64 96 84 -12 131%
Wat 1 1 1
Total 512 608 547 -61 107%
FACILITY B
Bldg B1 180 Cells 64 96 57 -39 89%
Bldg B2 180 Cells 64 96 101 5 158%
Bldg B3 180 Cells 64 77 90 13 141%
Bldg B4 180 Cells 64 80 87 7 136%
Bldg B5 180 Cells 64 96 108 12 169%
Bldg B6 180 Cells 64 96 109 13 170%
Bldg B7 180 Cells 64 64 78 14 122%
Bldg B8 180 Cells 64 64 81 17 127%
Total 512 669 711 42 139%
FACILITY C
Bldg C1 180 Cells 64 96 109 13 170%
Bldg C2 180 Cells 64 96 103 7 161%
Bldg C3 180 Cells 64 96 111 15 173%
Bldg C4 180 Cells 64 96 107 11 167%
Bldg C5 180 Cells 64 96 101 5 158%
Bldg C6 180 Cells 64 96 104 8 163%
Bldg C7 180 Cells 64 96 98 2 153%
Bldg C8 180 Cells 64 96 80 -16 125%
Total 512 768 813 45 159%
ASU
Stand Alone ASU 100 125 138 13 138%
Total 100 125 138 13 138%
GRAND TOTAL 1828 2362 2294 -68 125%
CENTRAL SERVICE
INF 1 14
CTC 1 11
OUT-COUNT AREA
Dining, Main Kitchen, Porters, etc. 201
INCOMING AREA
R & R In 1
Off-Prison Grounds
Out to Hospital/Medical 5
GRAND TOTAL 1828 2362 2526 164 138%
* Capacity totals may not match Blueprint numbers due to incorrect formulas or a lack of rounding in the Blueprint numbers.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 79
Office of the Inspector General State of California
APPENDIX B: HOUSING PLANS
CALIFORNIA STATE PRISON, SAN QUENTIN - HOUSING
PLAN
ACTUAL INMATE
* DESIGN * STAFFED COUNT Difference Overcrowding
HOUSING UNIT TYPE CAPACITY CAPACITY REVIEWED BY (Actual vs. Rate (Based on
OIG 1/06/13 Staffed Capacity) Design)
ADJUSTMENT CENTER
Tier 1-3 Cells 102 102 94 -8 92%
Total 102 102 94 -8 92%
ALPINE
Tier 1-5 Cells 247 371 217 -154 88%
Total 247 371 217 -154 88%
BADGER
Tier 1-5 Cells 247 371 427 56 173%
Total 247 371 427 56 173%
CARSON
Tier 1 Cells 41 41 40 -1 98%
Tier 2 Cells 48 48 46 -2 96%
Tier 3 Cells 48 48 45 -3 94%
Tier 4 Cells 48 48 45 -3 94%
Tier 5 Cells 48 48 48 0 100%
Total 233 233 224 -9 96%
** DONNER
Tier 1 Cells 49 74 67 -7 137%
Tier 2 Cells 48 72 91 19 190%
Tier 3 Cells 48 48 0 -48 0%
Tier 4 Cells 48 48 0 -48 0%
Tier 5 Cells 48 48 0 -48 0%
Total 241 290 158 -132 66%
EAST BAY/YARD
Tier 1-5 Cells 520 520 518 -2 100%
Total 520 520 518 -2 100%
H UNIT
Tier 1-5 Dorm 500 750 661 -89 132%
Total 500 750 661 -89 132%
NORTH BLOCK
Tier 1 Cells 82 123 146 23 178%
Tier 2 Cells 83 125 155 30 187%
Tier 3 Cells 83 125 160 35 193%
Tier 4 Cells 83 125 158 33 190%
Tier 5 Cells 83 125 157 32 189%
Total 414 623 776 153 187%
NORTH SEG
North Side Cells 34 34 34 0 100%
South Side Cells 34 34 34 0 100%
Total 68 68 68 0 100%
WEST BLOCK
Tier 1 Cells 89 134 121 -13 136%
Tier 2 Cells 90 135 144 9 160%
Tier 3 Cells 90 135 155 20 172%
Tier 4 Cells 90 135 165 30 183%
Tier 5 Cells 90 135 149 14 166%
Total 449 674 734 60 163%
WEST BLOCK
Fire House 15 15 0 -15 0%
Total 15 15 0 -15 0%
Central Health Services Building
CHSB 45 45 56 11 124%
Total 45 45 56 11 124%
GRAND TOTAL 3081 4062 3933 -129 128%
OUT-COUNT AREA
Sewer Treatment 1
Off-Prison Grounds
Out to Hospital 5
GRAND TOTAL 3081 4062 3939 -123 128%
* Capacity totals may not match Blueprint numbers due to incorrect formulas or a lack of rounding in the Blueprint numbers.
** Three housing units have been closed. This was confirmed by SQ management.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 80
Office of the Inspector General State of California
APPENDIX B: HOUSING PLANS
CALIFORNIA STATE PRISON, SOLANO - HOUSING PLAN
ACTUAL INMATE
Difference Overcrowding
* DESIGN * STAFFED COUNT
HOUSING UNIT TYPE (Actual vs. Rate (Based on
CAPACITY CAPACITY REVIEWED BY
Staffed Capacity) Design)
OIG 1/05/13
FACILITY A
Unit 1 270 Cells 100 150 160 10 160%
Unit 2 270 Cells 100 150 163 13 163%
Unit 3 270 Cells 100 150 154 4 154%
Unit 4 270 Cells 100 150 148 -2 148%
Unit 5 270 Cells 100 150 136 -14 136%
Unit 6 270 Cells 100 150 157 7 157%
FAM 1 2 2
Total 600 900 920 20 153%
FACILITY B
Unit 7 270 Cells 100 150 162 12 162%
Unit 8 270 Cells 100 150 162 12 162%
Unit 9 270 Cells 100 150 95 -55 95%
Unit 10 270 Cells 100 125 136 11 136%
Unit 11 270 Cells 100 150 172 22 172%
Unit 12 270 Cells 100 150 158 8 158%
Total 600 875 885 10 148%
FACILITY C
Unit 13 270 Dorm 130 195 214 19 165%
Unit 14 270 Dorm 130 195 214 19 165%
Unit 15 270 Dorm 130 195 212 17 163%
Unit 16 E-Dorm 100 150 159 9 159%
Unit 17 E-Dorm 100 150 153 3 153%
Unit 18 E-Dorm 100 150 149 -1 149%
FAM 1 1 1
Total 690 1035 1102 67 160%
FACILITY D
Unit 19 E-Dorm 100 150 158 8 158%
Unit 20 270 Dorm 130 195 216 21 166%
Unit 21 270 Dorm 130 195 223 28 172%
Unit 22 270 Dorm 130 195 223 28 172%
Unit 23 270 Dorm 130 195 233 38 179%
Unit 24 E-Dorm 100 150 155 5 155%
Total 720 1080 1208 128 168%
GRAND TOTAL 2610 3890 4115 225 158%
CENTRAL SERVICE
INF 1 14
OUT-COUNT AREA
Custody 2
Off-Prison Grounds
Out to Hospital 1
GRAND TOTAL 2610 3890 4132 242 158%
* Capacity totals may not match Blueprint numbers due to incorrect formulas or a lack of rounding in the Blueprint numbers.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 81
Office of the Inspector General State of California
APPENDIX B: HOUSING PLANS
CALIFORNIA SUBSTANCE ABUSE TREATMENT FACILITY -
HOUSING PLAN
ACTUAL INMATE
* DESIGN * STAFFED COUNT Difference Overcrowding
HOUSING UNIT TYPE CAPACITY CAPACITY REVIEWED BY (Actual vs. Rate (Based on
OIG 12/12/12 Staffed Capacity) Design)
FACILITY A
Bldg 1 270 Dorm 126 189 252 63 200%
Bldg 2 270 Dorm 126 189 228 39 181%
Bldg 3 270 Dorm 126 189 251 62 199%
Total 378 567 731 164 193%
FACILITY B
Bldg 1 270 Dorm 126 189 169 -20 134%
Bldg 2 270 Dorm 126 189 186 -3 148%
Bldg 3 270 Dorm 126 189 212 23 168%
Total 378 567 567 0 150%
FACILITY C
Bldg 1 180 Cells 64 96 121 25 189%
Bldg 2 180 Cells 64 96 125 29 195%
Bldg 3 180 Cells 64 96 122 26 191%
Bldg 4 180 Cells 64 96 118 22 184%
Bldg 5 180 Cells 64 96 125 29 195%
Bldg 6 180 Cells 64 96 115 19 180%
Bldg 7 180 Cells 64 96 121 25 189%
Bldg 8 180 Cells 64 96 114 18 178%
Total 512 768 961 193 188%
FACILITY D
Bldg 1 270 Cells 100 150 161 11 161%
Bldg 2 270 Cells 100 150 173 23 173%
Bldg 3 270 Cells 100 150 186 36 186%
Bldg 4 270 Cells 100 150 195 45 195%
Bldg 5 270 Cells 100 150 198 48 198%
Total 500 750 913 163 183%
FACILITY E
Bldg 1 270 Cells 100 125 119 -6 119%
Bldg 2 270 Cells 100 150 191 41 191%
Bldg 3 270 Cells 100 150 196 46 196%
Bldg 4 270 Cells 100 150 197 47 197%
Bldg 5 270 Cells 100 150 185 35 185%
Total 500 725 888 163 178%
FACILITY F
Bldg 1 SATCU Dorm 176 264 252 -12 143%
Bldg 2 SATCU Dorm 176 264 275 11 156%
Bldg 3 SATCU Dorm 176 176 225 49 128%
Total 528 704 752 48 142%
FACILITY G
Bldg 1 Cells 176 176 171 -5 97%
Bldg 2 Cells 176 264 323 59 184%
Bldg 3 Cells 176 264 244 -20 139%
Total 528 704 738 34 140%
ASU
Stand Alone ASU 100 125 132 7 132%
Total 100 125 132 7 132%
GRAND TOTAL 3424 4910 5682 772 166%
CENTRAL SERVICE
INF 1 36
FAM 1 1
OUT-COUNT AREA
CTC 5
INCOMING AREA
R & R In 20
Off-Prison Grounds
Out to Hospital 12
GRAND TOTAL 3424 4910 5756 846 168%
* Capacity totals may not match Blueprint numbers due to incorrect formulas or a lack of rounding in the Blueprint numbers.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 82
Office of the Inspector General State of California
APPENDIX B: HOUSING PLANS
CALIPATRIA STATE PRISON - HOUSING PLAN
ACTUAL INMATE
Difference Overcrowding
* DESIGN * STAFFED COUNT
HOUSING UNIT TYPE (Actual vs. Rate (Based on
CAPACITY CAPACITY REVIEWED BY
Staffed Capacity) Design)
OIG 12/10/12
MSF
Dorm 1 Dorm 100 100 76 -24 76%
Dorm 2 Dorm 100 100 78 -22 78%
Firehouse 8 8 5 -3 63%
Total 208 208 159 -49 76%
FACILITY A
Bldg 1 270 Cells 100 150 152 2 152%
Bldg 2 270 Cells 100 150 163 13 163%
Bldg 3 270 Cells 100 150 159 9 159%
Bldg 4 270 Cells 100 150 152 2 152%
Bldg 5 270 Cells 100 125 144 19 144%
Total 500 725 770 45 154%
FACILITY B
Bldg 1 270 Cells 100 150 142 -8 142%
Bldg 2 270 Cells 100 150 144 -6 144%
Bldg 3 270 Cells 100 150 139 -11 139%
Bldg 4 270 Cells 100 150 143 -7 143%
Bldg 5 270 Cells 100 150 146 -4 146%
Total 500 750 714 -36 143%
FACILITY C
Bldg 1 270 Cells 100 150 154 4 154%
Bldg 2 270 Cells 100 150 153 3 153%
Bldg 3 270 Cells 100 150 144 -6 144%
Bldg 4 270 Cells 100 150 142 -8 142%
Bldg 5 270 Cells 100 150 152 2 152%
Total 500 750 745 -5 149%
FACILITY D
Bldg 1 270 Cells 100 150 185 35 185%
Bldg 2 270 Cells 100 150 189 39 189%
Bldg 3 270 Cells 100 150 188 38 188%
Bldg 4 270 Cells 100 150 189 39 189%
Bldg 5 270 Cells 100 150 185 35 185%
Total 500 750 936 186 187%
Stand Alone
Ad Seg ASU 100 125 171 46 171%
GRAND TOTAL 2308 3308 3495 187 151%
CENTRAL SERVICE
Bldg 1 16
OUT-COUNT AREA
Watch Office 1
Off-Prison Grounds
Out to Hospital 2
GRAND TOTAL 2308 3308 3514 206 152%
* Capacity totals may not match Blueprint numbers due to incorrect formulas or a lack of rounding in the Blueprint numbers.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 83
Office of the Inspector General State of California
APPENDIX B: HOUSING PLANS
CENTINELA STATE PRISON - HOUSING PLAN
ACTUAL INMATE
Difference Overcrowding
* DESIGN * STAFFED COUNT
HOUSING UNIT TYPE (Actual vs. Rate (Based on
CAPACITY CAPACITY REVIEWED BY
Staffed Capacity) Design)
OIG 12/12/12
MSF
Dorm 1 E-Dorm 100 100 54 -46 54%
Dorm 2 E-Dorm 100 100 49 -51 49%
Firehouse 8 8 8 0 100%
Total 208 208 111 -97 53%
FACILITY A
Bldg 1 270 Cells 100 150 155 5 155%
Bldg 2 270 Cells 100 150 152 2 152%
Bldg 3 270 Cells 100 150 156 6 156%
Bldg 4 270 Cells 100 150 154 4 154%
Bldg 5 270 Cells 100 125 158 33 158%
Total 500 725 775 50 155%
FACILITY B
Bldg 1 270 Cells 100 150 161 11 161%
Bldg 2 270 Cells 100 150 154 4 154%
Bldg 3 270 Cells 100 150 157 7 157%
Bldg 4 270 Cells 100 150 159 9 159%
Bldg 5 270 Cells 100 150 176 26 176%
Total 500 750 807 57 161%
FACILITY C
Bldg 1 270 Cells 100 150 171 21 171%
Bldg 2 270 Cells 100 150 166 16 166%
Bldg 3 270 Cells 100 150 166 16 166%
Bldg 4 270 Cells 100 150 165 15 165%
Bldg 5 270 Cells 100 150 169 19 169%
Total 500 750 837 87 167%
FACILITY D
Bldg 1 270 Cells 100 150 155 5 155%
Bldg 2 270 Cells 100 150 158 8 158%
Bldg 3 270 Cells 100 150 160 10 160%
Bldg 4 270 Cells 100 150 154 4 154%
Bldg 5 270 Cells 100 150 163 13 163%
Total 500 750 790 40 158%
STAND ALONE
Ad Seg ASU 100 125 155 30 155%
GRAND TOTAL 2308 3308 3475 167 151%
CENTRAL SERVICE
Infirmary 1 9
Off-Prison Grounds
Out to Hospital/Medical 3
GRAND TOTAL 2308 3308 3487 179 151%
* Capacity totals may not match Blueprint numbers due to incorrect formulas or a lack of rounding in the Blueprint numbers.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 84
Office of the Inspector General State of California
APPENDIX B: HOUSING PLANS
CENTRAL CALIFORNIA WOMEN'S FACILITY - HOUSING
PLAN
ACTUAL INMATE
Difference Overcrowding
* DESIGN * STAFFED COUNT
HOUSING UNIT TYPE (Actual vs. Rate (Based on
CAPACITY CAPACITY REVIEWED BY
Staffed Capacity) Design)
OIG 1/9/13
FACILITY A
Bldg 501 W Dorm 128 192 247 55 193%
Bldg 502 W Dorm 128 192 244 52 191%
Bldg 503 270 Cells 100 150 124 -26 124%
Bldg 504 270 Cells 33 41 59 18 179%
Bldg 504 270 Cells 40 54 78 24 195%
Bldg 504 270 Cells 17 17 0 -17 0%
Bldg 504 270 Cells 10 10 0 -10 0%
Total 456 656 752 96 165%
FACILITY B
Bldg 505 W Dorm 128 192 201 9 157%
Bldg 506 W Dorm 128 192 247 55 193%
Bldg 507 W Dorm 128 192 249 57 195%
Bldg 508 W Dorm 128 192 250 58 195%
Total 512 768 947 179 185%
FACILITY C
Bldg 509 W Dorm 128 192 255 63 199%
Bldg 510 W Dorm 128 192 256 64 200%
Bldg 511 W Dorm 128 192 256 64 200%
Bldg 512 W Dorm 128 192 250 58 195%
Total 512 768 1017 249 199%
FACILITY D
Bldg 513 W Dorm 128 192 243 51 190%
Bldg 514 W Dorm 128 192 250 58 195%
Bldg 515 W Dorm 128 192 251 59 196%
Bldg 516 W Dorm 128 192 256 64 200%
Total 512 768 1000 232 195%
FACILITY D
Firehouse 12 12 10 -2 83%
GRAND TOTAL 2004 2972 3726 754 186%
CENTRAL SERVICE
Infirmary 1 25
OUT-COUNT AREA
Watch Office 1
Off-Prison Grounds
Out to Hospital/Medical 6
GRAND TOTAL 2004 2972 3758 786 188%
* Capacity totals may not match Blueprint numbers due to incorrect formulas or a lack of rounding in the Blueprint numbers.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 85
Office of the Inspector General State of California
APPENDIX B: HOUSING PLANS
CHUCKAWALLA VALLEY STATE PRISON - HOUSING PLAN
ACTUAL INMATE
Difference Overcrowding
* DESIGN * STAFFED COUNT
HOUSING UNIT TYPE (Actual vs. Rate (Based on
CAPACITY CAPACITY REVIEWED BY
Staffed Capacity) Design)
OIG 12/10/12
MSF
Bldg 1 E-Dorm 100 100 71 -29 71%
Bldg 2 E-Dorm 100 100 77 -23 77%
Firehouse 8 8 8 0 100%
Family Visiting 1 1
Total 208 208 157 -51 75%
FACILITY A
Bldg 1 270 Dorm 130 195 253 58 195%
Bldg 2 270 Dorm 130 195 253 58 195%
ASU 270 Cells 100 125 77 -48 77%
Total 360 515 583 68 162%
FACILITY B
Bldg 3 270 Dorm 130 195 251 56 193%
Bldg 4 270 Dorm 130 195 256 61 197%
Bldg 5 270 Dorm 130 195 252 57 194%
Total 390 585 759 174 195%
FACILITY C
Bldg 6 270 Dorm 130 195 204 9 157%
Bldg 7 270 Dorm 130 195 197 2 152%
Bldg 8 270 Dorm 130 195 198 3 152%
Total 390 585 599 14 154%
FACILITY D
Bldg 9 270 Dorm 130 195 194 -1 149%
Bldg 10 270 Dorm 130 195 196 1 151%
Bldg 11 270 Dorm 130 195 194 -1 149%
Total 390 585 584 -1 150%
GRAND TOTAL 1738 2478 2682 204 154%
CENTRAL SERVICE
Infirmary 1 3
OUT-COUNT AREA
Central Health 2
Central Infirmary 7
Watch Office 3
Contraband Watch 1
Off-Prison Grounds
Out to Hospital 2
GRAND TOTAL 1738 2478 2700 222 155%
* Capacity totals may not match Blueprint numbers due to incorrect formulas or a lack of rounding in the Blueprint numbers.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 86
Office of the Inspector General State of California
APPENDIX B: HOUSING PLANS
CORRECTIONAL TRAINING FACILITY -
HOUSING PLAN
ACTUAL INMATE
Difference Overcrowding
* DESIGN * STAFFED COUNT
HOUSING UNIT TYPE (Actual vs. Rate (Based on
CAPACITY CAPACITY REVIEWED BY
Staffed Capacity) Design)
OIG 1/6/13
FACILITY A - CTF - N
Fremont E-Dorm 100 150 200 50 200%
Lassen Cells 303 455 578 123 191%
Rainier Cells 303 455 533 78 176%
Total 706 1060 1311 251 186%
FACILITY B - CTF - N
Shasta Cells 303 455 545 90 180%
Toro E-Dorm 100 150 200 50 200%
Whitney Cells 303 455 537 82 177%
Total 706 1060 1282 222 182%
FACILITY C - CTF - C
B Wing Cells 127 191 242 51 191%
C Wing Cells 127 191 237 46 187%
D Wing Cells 127 191 237 46 187%
E Wing Cells 127 191 238 47 187%
F Wing Cells 175 263 310 47 177%
G Wing Cells 175 263 334 71 191%
Inf 2 14 14
O Wing Cells 144 144 87 -57 60%
X Wing Cells 131 197 174 -23 133%
Y Wing Cells 129 194 244 50 189%
Z Wing Cells 132 198 247 49 187%
Total 1394 2023 2364 341 170%
FACILITY D - CTF - S
Dorm 1
Dorm 2 Dorm 100 150 123 -27 123%
Dorm 3 Dorm 80 120 116 -4 145%
Dorm 4 Dorm 80 120 119 -1 149%
Dorm 5 Dorm 80 120 113 -7 141%
Dorm 6 Dorm 80 120 116 -4 145%
Dorm 7 Dorm 80 120 111 -9 139%
Firehouse 6 6 7 1 117%
Total 506 756 705 -51 139%
GRAND TOTAL 3312 4899 5662 763 171%
Off-Prison Grounds
Out to Hospital 5
GRAND TOTAL 3312 4899 5667 768 171%
* Capacity totals may not match Blueprint numbers due to incorrect formulas or a lack of rounding in the Blueprint numbers.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 87
Office of the Inspector General State of California
APPENDIX B: HOUSING PLANS
DEUEL VOCATIONAL INSTITUTION -
HOUSING PLAN
ACTUAL INMATE
Difference Overcrowding
* DESIGN * STAFFED COUNT
HOUSING UNIT TYPE (Actual vs. Rate (Based on
CAPACITY CAPACITY REVIEWED BY
Staffed Capacity) Design)
OIG 12/17/12
Dorms
B Dorm Dorm 18 18 0 -18 0%
D Dorm Dorm 18 18 15 -3 83%
E Dorm Dorm 18 18 11 -7 61%
G Dorm E-Dorm 100 100 96 -4 96%
Firehouse 10 10 4 -6 40%
Total 164 164 126 -38 77%
HALL
East Hall Cells 150 225 282 57 188%
West Hall Cells 149 224 281 57 189%
Total 299 449 563 114 188%
WINGS
C Cells 132 198 157 -41 119%
D Cells 132 198 148 -50 112%
E Cells 132 198 196 -2 148%
F Cells 132 198 204 6 155%
G Cells 132 198 241 43 183%
H Cells 132 198 113 -85 86%
J Cells 130 195 160 -35 123%
K Cells 143 143 137 -6 96%
L 1/2 Cells 96 120 70 -50 73%
L 3 Cells 49 74 78 4 159%
Total 1210 1720 1504 -216 124%
GRAND TOTAL 1673 2333 2193 -140 131%
CENTRAL SERVICE
FAM 1 2
INF 2 14
OUT-COUNT AREA
Dairy 12
Off-Prison Grounds
Out to Hospital 2
GRAND TOTAL 1673 2333 2223 -110 133%
* Capacity totals may not match Blueprint numbers due to incorrect formulas or a lack of rounding in the Blueprint numbers.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 88
Office of the Inspector General State of California
APPENDIX B: HOUSING PLANS
FOLSOM STATE PRISON - HOUSING PLAN
ACTUAL INMATE
Difference Overcrowding
* DESIGN * STAFFED COUNT
HOUSING UNIT TYPE (Actual vs. Rate (Based on
CAPACITY CAPACITY REVIEWED BY
Staffed Capacity) Design)
OIG 12/15/12
MSF
Ranch Dorm 265 265 214 -51 81%
Total 265 265 214 -51 81%
FACILITY A
BUILDING 1
Tier 1 Cells 124 186 190 4 153%
Tier 2 Cells 127 191 215 24 169%
Tier 3 Cells 127 191 211 20 166%
Tier 4 Cells 127 191 113 -78 89%
Tier 5 Cells 127 191 114 -77 90%
Total 632 950 843 -107 133%
BUILDING 2
Tier 1 Cells 62 93 47 -46 76%
Tier 2 Cells 61 92 62 -30 102%
Tier 3 Cells 62 93 64 -29 103%
Tier 4 Cells 62 93 66 -27 106%
Tier 5 Cells 62 93 60 -33 97%
Total 309 464 299 -165 97%
BUILDING 3
Tier 1 Cells 79 119 101 -18 128%
Tier 2 Cells 80 120 65 -55 81%
Tier 3 Cells 80 120 98 -22 123%
Tier 4 Cells 80 120 120 0 150%
Tier 5 Cells 80 120 118 -2 148%
Total 399 599 502 -97 126%
BUILDING 4
Tier 1 Cells 46 46 28 -18 61%
Tier 2 Cells 46 46 47 1 102%
Tier 3 Cells 46 46 43 -3 93%
Total 138 138 118 -20 86%
BUILDING 5
Tier 1 Cells 157 236 219 -17 139%
Tier 2 Cells 164 246 232 -14 141%
Total 321 482 451 -31 140%
GRAND TOTAL 2064 2898 2427 -471 118%
CENTRAL SERVICE
FAM 1 1
Off-Prison Grounds
Custody 2
MSF Custody 2
GRAND TOTAL 2064 2898 2432 -466 118%
* Capacity totals may not match Blueprint numbers due to incorrect formulas or a lack of rounding in the Blueprint numbers.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 89
Office of the Inspector General State of California
APPENDIX B: HOUSING PLANS
FOLSOM WOMEN'S FACILITY - HOUSING PLAN
ACTUAL INMATE
Difference Overcrowding
* DESIGN * STAFFED COUNT
HOUSING UNIT TYPE (Actual vs. Rate (Based on
CAPACITY CAPACITY REVIEWED BY
Staffed Capacity) Design)
OIG 1/25/13
FACILITY A
Dorm 1 Dorm 201 201 **
Dorm 2 Dorm 202 202 **
FACILITY B
Dorm 1 Dorm 43 43
Total 403 403 43 -360 11%
GRAND TOTAL 403 403 43 -360 11%
** = Folsom Women's Facility was scheduled to activate on January 13, 2013, per the Emergency Institution Activation Schedule
(IAS) dated January 2, 2013.
* Capacity totals may not match Blueprint numbers due to incorrect formulas or a lack of rounding in the Blueprint numbers.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 90
Office of the Inspector General State of California
APPENDIX B: HOUSING PLANS
HIGH DESERT STATE PRISON - HOUSING PLAN
ACTUAL INMATE
Difference Overcrowding
* DESIGN * STAFFED COUNT
HOUSING UNIT TYPE (Actual vs. Rate (Based on
CAPACITY CAPACITY REVIEWED BY
Staffed Capacity) Design)
OIG 1/11/13
MSF
Dorm 1 E-Dorm 100 100
162 -38 81%
Dorm 2 E-Dorm 100 100
Total 200 200 162 -38 81%
FACILITY A
Bldg A1 270 Cells 100 150 139 -11 139%
Bldg A2 270 Cells 100 150 145 -5 145%
Bldg A3 270 Cells 100 150 142 -8 142%
Bldg A4 270 Cells 100 150 140 -10 140%
Bldg A5 270 Cells 100 150 133 -17 133%
Total 500 750 699 -51 140%
FACILITY B
Bldg B1 270 Cells 100 150 191 41 191%
Bldg B2 270 Cells 100 150 183 33 183%
Bldg B3 270 Cells 100 150 187 37 187%
Bldg B4 270 Cells 100 150 188 38 188%
Bldg B5 270 Cells 100 150 183 33 183%
Total 500 750 932 182 186%
FACILITY C
Bldg C1 180 Cells 64 96 107 11 167%
Bldg C2 180 Cells 64 96 95 -1 148%
Bldg C3 180 Cells 64 96 108 12 169%
Bldg C4 180 Cells 64 96 96 0 150%
Bldg C5 180 Cells 64 96 98 2 153%
Bldg C6 180 Cells 64 96 101 5 158%
Bldg C7 180 Cells 64 96 101 5 158%
Bldg C8 180 Cells 64 96 102 6 159%
Total 512 768 808 40 158%
FACILITY D
Bldg D1 180 Cells 64 96 108 12 169%
Bldg D2 180 Cells 64 96 110 14 172%
Bldg D3 180 Cells 64 96 100 4 156%
Bldg D4 180 Cells 64 96 109 13 170%
Bldg D5 180 Cells 64 96 109 13 170%
Bldg D6 180 Cells 64 96 101 5 158%
Bldg D7 180 Cells 64 80 59 -21 92%
Bldg D8 180 Cells 64 80 65 -15 102%
Total 512 736 761 25 149%
ASU
Facility Z ASU 100 125 81 -44 81%
Stand Alone
Total 100 125 81 -44 81%
GRAND TOTAL 2324 3329 3443 114 148%
CENTRAL SERVICE
INF 1 20
OUT-COUNT AREA
Coyote Cafe 5
Off-Prison Grounds
Out to Hospital 2
GRAND TOTAL 2324 3329 3470 141 149%
* Capacity totals may not match Blueprint numbers due to incorrect formulas or a lack of rounding in the Blueprint numbers.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 91
Office of the Inspector General State of California
APPENDIX B: HOUSING PLANS
IRONWOOD STATE PRISON - HOUSING PLAN
ACTUAL INMATE
Difference Overcrowding
* DESIGN * STAFFED COUNT
HOUSING UNIT TYPE (Actual vs. Rate (Based on
CAPACITY CAPACITY REVIEWED BY
Staffed Capacity) Design)
OIG 12/10/12
MSF
Bldg 1 E-Dorm 100 100 76 -24 76%
Bldg 2 E-Dorm 100 100 63 -37 63%
Total 200 200 139 -61 70%
FACILITY A
Bldg 1 270 Cells 100 150 198 48 198%
Bldg 2 270 Cells 100 150 197 47 197%
Bldg 3 270 Cells 100 150 187 37 187%
Bldg 4 270 Cells 100 150 184 34 184%
Bldg 5 270 Cells 100 125 164 39 164%
Total 500 725 930 205 186%
FACILITY B
Bldg 1 270 Cells 100 150 198 48 198%
Bldg 2 270 Cells 100 150 197 47 197%
Bldg 3 270 Cells 100 150 196 46 196%
Bldg 4 270 Cells 100 150 199 49 199%
Bldg 5 270 Cells 100 150 198 48 198%
Total 500 750 988 238 198%
FACILITY C
Bldg 1 270 Cells 100 150 129 -21 129%
Bldg 2 270 Cells 100 150 135 -15 135%
Bldg 3 270 Cells 100 150 145 -5 145%
Bldg 4 270 Cells 100 150 158 8 158%
Bldg 5 270 Cells 100 150 147 -3 147%
Total 500 750 714 -36 143%
FACILITY D
Bldg 1 270 Cells 100 150 147 -3 147%
Bldg 2 270 Cells 100 150 137 -13 137%
Bldg 3 270 Cells 100 150 142 -8 142%
Bldg 4 270 Cells 100 150 135 -15 135%
Bldg 5 270 Cells 100 150 151 1 151%
Total 500 750 712 -38 142%
GRAND TOTAL 2200 3175 3483 308 158%
CENTRAL SERVICE
INF 1 14
OUT-COUNT AREA
Visiting 3
Off-Prison Grounds
Out to Hospital 1
GRAND TOTAL 2200 3175 3501 326 159%
* Capacity totals may not match Blueprint numbers due to incorrect formulas or a lack of rounding in the Blueprint numbers.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 92
Office of the Inspector General State of California
APPENDIX B: HOUSING PLANS
KERN VALLEY STATE PRISON -
HOUSING PLAN
ACTUAL INMATE
Difference Overcrowding
* DESIGN * STAFFED COUNT
HOUSING UNIT TYPE (Actual vs. Rate (Based on
CAPACITY CAPACITY REVIEWED BY
Staffed Capacity) Design)
OIG 12/18/12
MSF
Dorm 1 E-Dorm 100 100
166 -34 83%
Dorm 2 E-Dorm 100 100
Total 200 200 166 -34 83%
FACILITY A
Bldg 1 180 Cells 64 96 96 0 150%
Bldg 2 180 Cells 64 96 111 15 173%
Bldg 3 180 Cells 64 96 108 12 169%
Bldg 4 180 Cells 64 96 110 14 172%
Bldg 5 180 Cells 64 96 112 16 175%
Bldg 6 180 Cells 64 96 104 8 163%
Bldg 7 180 Cells 64 96 99 3 155%
Bldg 8 180 Cells 64 96 98 2 153%
Total 512 768 838 70 164%
FACILITY B
Bldg 1 180 Cells 64 80 73 -7 114%
Bldg 2 180 Cells 64 96 74 -22 116%
Bldg 3 180 Cells 64 96 99 3 155%
Bldg 4 180 Cells 64 96 101 5 158%
Bldg 5 180 Cells 64 96 110 14 172%
Bldg 6 180 Cells 64 96 113 17 177%
Bldg 7 180 Cells 64 96 115 19 180%
Bldg 8 180 Cells 64 96 114 18 178%
Total 512 752 799 47 156%
FACILITY C
Bldg 1 180 Cells 64 96 114 18 178%
Bldg 2 180 Cells 64 96 124 28 194%
Bldg 3 180 Cells 64 96 118 22 184%
Bldg 4 180 Cells 64 96 122 26 191%
Bldg 5 180 Cells 64 96 124 28 194%
Bldg 6 180 Cells 64 96 117 21 183%
Bldg 7 180 Cells 64 96 118 22 184%
Bldg 8 180 Cells 64 96 88 -8 138%
Total 512 768 925 157 181%
FACILITY D
Bldg 1 180 Cells 64 96 115 19 180%
Bldg 2 180 Cells 64 96 119 23 186%
Bldg 3 180 Cells 64 96 128 32 200%
Bldg 4 180 Cells 64 96 122 26 191%
Bldg 5 180 Cells 64 96 125 29 195%
Bldg 6 180 Cells 64 96 120 24 188%
Bldg 7 180 Cells 64 96 111 15 173%
Bldg 8 180 Cells 64 96 108 12 169%
Total 512 768 948 180 185%
ASU - STAND ALONE
Z01 ASU 100 125 91 -34 91%
Z02 ASU 100 125 78 -47 78%
Total 200 250 169 -81 85%
GRAND TOTAL 2448 3506 3845 339 157%
CENTRAL SERVICE
INF 1 20
Off-Prison Grounds
Out to Hospital 6
GRAND TOTAL 2448 3506 3871 365 158%
* Capacity totals may not match Blueprint numbers due to incorrect formulas or a lack of rounding in the Blueprint numbers.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 93
Office of the Inspector General State of California
APPENDIX B: HOUSING PLANS
MULE CREEK STATE PRISON -
HOUSING PLAN
ACTUAL INMATE
Difference Overcrowding
* DESIGN * STAFFED COUNT
HOUSING UNIT TYPE (Actual vs. Rate (Based on
CAPACITY CAPACITY REVIEWED BY
Staffed Capacity) Design)
OIG 01/08/13
MSF 1
Dorm #1 Dorm 96 96 102 6 106%
Dorm #2 Dorm 96 96 104 8 108%
Firehouse 8 8 6 -2 75%
Total 200 200 212 12 106%
FACILITY A
Bldg 1 270 Cells 100 150 142 -8 142%
Bldg 2 270 Cells 100 150 181 31 181%
Bldg 3 270 Cells 100 150 187 37 187%
Bldg 4 270 Cells 100 150 172 22 172%
Bldg 5 270 Cells 100 150 152 2 152%
Total 500 750 834 84 167%
FACILITY B
Bldg 6 270 Cells 100 150 183 33 183%
Bldg 7 270 Cells 100 150 174 24 174%
Bldg 8 270 Cells 100 150 186 36 186%
Bldg 9 270 Cells 100 150 190 40 190%
Bldg 10 270 Cells 100 150 180 30 180%
Total 500 750 913 163 183%
FACILITY C
Bldg 11 270 Cells 100 150 176 26 176%
Bldg 12 270 Cells 100 125 91 -34 91%
Bldg 13 270 Cells 50 50 51 1 102%
Bldg 13 270 Cells 50 75 65 -10 130%
Bldg 14 270 Cells 100 150 178 28 178%
Bldg 15 270 Cells 100 150 185 35 185%
Total 500 700 746 46 149%
GRAND TOTAL 1700 2400 2705 305 159%
CENTRAL SERVICE
INF 1 9
OUT-COUNT AREA
Dining, PIA Meat Cutting, etc. 96
Off-Prison Grounds
Out to Hospital/Medical 4
GRAND TOTAL 1700 2400 2814 414 166%
* Capacity totals may not match Blueprint numbers due to incorrect formulas or a lack of rounding in the Blueprint numbers.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 94
Office of the Inspector General State of California
APPENDIX B: HOUSING PLANS
NORTH KERN STATE PRISON - HOUSING PLAN
ACTUAL INMATE
Difference Overcrowding
* DESIGN * STAFFED COUNT
HOUSING UNIT TYPE (Actual vs. Rate (Based on
CAPACITY CAPACITY REVIEWED BY
Staffed Capacity) Design)
OIG 12/11/12
MSF
Bldg 1 E-Dorm 100 100
140 -60 70%
Bldg 2 E-Dorm 100 100
Firehouse 10 10 8 -2 80%
Total 210 210 148 -62 70%
FACILITY A
Bldg 1 270 Cells 100 150 161 11 161%
Bldg 2 270 Cells 100 150 152 2 152%
Bldg 3 270 Cells 100 150 149 -1 149%
Bldg 4 270 Cells 100 150 112 -38 112%
Bldg 5 270 Cells 100 150 130 -20 130%
Total 500 750 704 -46 141%
FACILITY B
Bldg 1 Wingnut Cells 100 150 187 37 187%
Bldg 2 Wingnut Cells 100 150 191 41 191%
Bldg 3 Wingnut Cells 100 150 190 40 190%
Bldg 4 Wingnut Cells 100 150 183 33 183%
Bldg 5 Wingnut Cells 100 150 188 38 188%
Bldg 6 Wingnut Cells 100 150 185 35 185%
Total 600 900 1124 224 187%
FACILITY C
Dorm 1 Wingnut Dorm 146 219 293 74 201%
Dorm 2 Wingnut Dorm 146 219 292 73 200%
Dorm 3 Wingnut Dorm 146 219 293 74 201%
Dorm 4 Wingnut Dorm 146 219 290 71 199%
Dorm E E-Dorm 100 150 84 -66 84%
Dorm W E-Dorm 100 150 199 49 199%
Total 784 1176 1451 275 185%
FACILITY D
Bldg 1 Wingnut Cells 100 150 175 25 175%
Bldg 2 Wingnut Cells 100 150 187 37 187%
Bldg 3 Wingnut Cells 100 150 171 21 171%
Bldg 4 Wingnut Cells 100 150 156 6 156%
Bldg 5 Wingnut Cells 100 150 173 23 173%
Bldg 6 Wingnut Cells 100 125 163 38 163%
Total 600 875 1025 150 171%
GRAND TOTAL 2694 3911 4452 541 165%
CENTRAL SERVICE
INF 1 16
OUT-COUNT AREA
Dining, Central Kitchen, etc. 59
INCOMING AREA
R & R In 19
Off-Prison Grounds
Out to Hospital 3
GRAND TOTAL 2694 3911 4549 638 169%
* Capacity totals may not match Blueprint numbers due to incorrect formulas or a lack of rounding in the Blueprint numbers.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 95
Office of the Inspector General State of California
APPENDIX B: HOUSING PLANS
PELICAN BAY STATE PRISON - HOUSING PLAN
ACTUAL INMATE
* DESIGN * STAFFED COUNT Difference Overcrowding
HOUSING UNIT TYPE CAPACITY CAPACITY REVIEWED BY (Actual vs. Rate (Based on
OIG 1/07/13 Staffed Capacity) Design)
MSF
Bldg 1 Dorm 96 96 74 -22 77%
Bldg 2 Dorm 96 96 83 -13 86%
Firehouse 8 8 7 -1 88%
Total 200 200 164 -36 82%
FACILITY A
Bldg 1 180 Cells 64 80 63 -17 98%
Bldg 2 180 Cells 64 96 67 -29 105%
Bldg 3 180 Cells 64 80 78 -2 122%
Bldg 4 180 Cells 64 96 102 6 159%
Bldg 5 180 Cells 64 96 104 8 163%
Bldg 6 180 Cells 64 96 104 8 163%
Bldg 7 180 Cells 64 96 119 23 186%
Bldg 8 180 Cells 64 96 117 21 183%
Total 512 736 754 18 147%
FACILITY B
Bldg 1 180 Cells 64 64 56 -8 88%
Bldg 2 180 Cells 64 64 54 -10 84%
Bldg 3 180 Cells 64 96 78 -18 122%
Bldg 4 180 Cells 64 96 99 3 155%
Bldg 5 180 Cells 64 96 102 6 159%
Bldg 6 180 Cells 64 96 107 11 167%
Bldg 7 180 Cells 64 96 91 -5 142%
Bldg 8 180 Cells 64 96 113 17 177%
Total 512 704 700 -4 137%
FACILITY C
Bldg 1 SHU 48 58 51 -7 106%
Bldg 2 SHU 48 58 52 -6 108%
Bldg 3 SHU 48 58 50 -8 104%
Bldg 4 SHU 48 58 50 -8 104%
Bldg 5 SHU 48 58 52 -6 108%
Bldg 6 SHU 48 58 52 -6 108%
Bldg 7 SHU 48 58 49 -9 102%
Bldg 8 SHU 48 58 51 -7 106%
Bldg 9 SHU 48 58 51 -7 106%
Bldg 10 SHU 48 58 50 -8 104%
Bldg 11 SHU 48 58 51 -7 106%
Bldg 12 SHU 48 58 53 -5 110%
Total 576 696 612 -84 106%
FACILITY D
Bldg 1 SHU 48 58 52 -6 108%
Bldg 2 SHU 48 58 49 -9 102%
Bldg 3 SHU 48 58 51 -7 106%
Bldg 4 SHU 48 58 50 -8 104%
Bldg 5 SHU 48 58 51 -7 106%
Bldg 6 SHU 48 58 51 -7 106%
Bldg 7 SHU 48 58 50 -8 104%
Bldg 8 SHU 48 58 51 -7 106%
Bldg 9 SHU 48 58 51 -7 106%
Bldg 10 SHU 48 58 53 -5 110%
Total 480 580 509 -71 106%
ASU
Stand Alone ASU 100 125 136 11 136%
Total 100 125 136 11 136%
GRAND TOTAL 2380 3041 2875 -166 121%
CENTRAL SERVICE
INF 1 17
OUT-COUNT AREA
Dining, Visiting, SHU Kitchen, etc. 70
GRAND TOTAL 2380 3041 2962 -79 124%
* Capacity totals may not match Blueprint numbers due to incorrect formulas or a lack of rounding in the Blueprint numbers.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 96
Office of the Inspector General State of California
APPENDIX B: HOUSING PLANS
PLEASANT VALLEY STATE PRISON - HOUSING PLAN
ACTUAL INMATE
Difference Overcrowding
* DESIGN * STAFFED COUNT
HOUSING UNIT TYPE (Actual vs. Rate (Based on
CAPACITY CAPACITY REVIEWED BY
Staffed Capacity) Design)
OIG 12/11/12
MSF
Bldg 1 E-Dorm 100 100 51 -49 51%
Bldg 2 E-Dorm 100 100 50 -50 50%
Firehouse 8 8 7 -1 88%
Total 208 208 108 -100 52%
FACILITY A
Bldg 1 270 Cells 100 150 167 17 167%
Bldg 2 270 Cells 100 150 193 43 193%
Bldg 3 270 Cells 100 150 195 45 195%
Bldg 4 270 Cells 100 150 197 47 197%
Bldg 5 270 Cells 100 150 198 48 198%
Total 500 750 950 200 190%
FACILITY B
Bldg 1 270 Cells 100 150 152 2 152%
Bldg 2 270 Cells 100 150 148 -2 148%
Bldg 3 270 Cells 100 150 148 -2 148%
Bldg 4 270 Cells 100 150 156 6 156%
Bldg 5 270 Cells 100 150 155 5 155%
Total 500 750 759 9 152%
FACILITY C
Bldg 1 270 Cells 100 150 157 7 157%
Bldg 2 270 Cells 100 150 136 -14 136%
Bldg 3 270 Cells 100 150 136 -14 136%
Bldg 4 270 Cells 100 150 131 -19 131%
Bldg 5 270 Cells 100 150 108 -42 108%
Total 500 750 668 -82 134%
FACILITY D
Bldg 1 270 Cells 100 150 199 49 199%
Bldg 2 270 Cells 100 150 196 46 196%
Bldg 3 270 Cells 100 150 197 47 197%
Bldg 4 270 Cells 100 125 166 41 166%
Bldg 5 270 Cells 100 150 200 50 200%
Total 500 725 958 233 192%
ASU
Stand Alone ASU 100 125 134 9 134%
Total 100 125 134 9 134%
GRAND TOTAL 2308 3308 3577 269 155%
CENTRAL SERVICE
INF 1 10
FAM 1 1
OUT-COUNT AREA
Watch Office 3
Off-Prison Grounds
Out to Hospital 4
GRAND TOTAL 2308 3308 3595 287 156%
* Capacity totals may not match Blueprint numbers due to incorrect formulas or a lack of rounding in the Blueprint numbers.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 97
Office of the Inspector General State of California
APPENDIX B: HOUSING PLANS
RICHARD J. DONOVAN CORRECTIONAL FACILITY -
HOUSING PLAN
ACTUAL INMATE
Difference Overcrowding
* DESIGN * STAFFED COUNT
HOUSING UNIT TYPE (Actual vs. Rate (Based on
CAPACITY CAPACITY REVIEWED BY
Staffed Capacity) Design)
OIG 12/12/12
MSF
Bldg 21 Dorm 96 96 82 -14 85%
Bldg 22 Dorm 96 96 84 -12 88%
Fire House 8 8 6 -2 75%
Total 200 200 172 -28 86%
FACILITY A
Bldg 1 270 Cells 100 150 170 20 170%
Bldg 2 270 Cells 100 150 159 9 159%
Bldg 3 270 Cells 100 150 182 32 182%
Bldg 4 270 Cells 100 150 184 34 184%
Bldg 5 270 Cells 100 150 185 35 185%
Total 500 750 880 130 176%
FACILITY B
Unit 06 270 Cells 50 63 45 -18 90%
Unit 06 270 Cells 50 50 49 -1 98%
Unit 07 270 Cells 100 125 133 8 133%
Unit 08 270 Cells 100 150 161 11 161%
Unit 09 270 Cells 100 150 162 12 162%
Unit 10 270 Cells 100 150 165 15 165%
Total 500 688 715 27 143%
FACILITY C
Unit 11 270 Cells 100 150 186 36 186%
Unit 12 270 Cells 100 150 189 39 189%
Unit 13 270 Cells 100 150 173 23 173%
Unit 14 270 Cells 100 150 183 33 183%
Unit 15 270 Cells 100 150 164 14 164%
Total 500 750 895 145 179%
FACILITY D
Bldg 16 270 Cells 100 150 171 21 171%
Bldg 17 270 Cells 100 150 170 20 170%
Bldg 18 270 Cells 100 150 171 21 171%
Bldg 19 270 Cells 100 150 170 20 170%
Bldg 20 270 Cells 100 150 172 22 172%
Total 500 750 854 104 171%
GRAND TOTAL 2200 3138 3516 378 160%
CENTRAL SERVICE
INF 1 24
OUT-COUNT AREA
Watch Office 2
Infirmary (TTA) 1
Off-Prison Grounds
Out to Hospital 7
GRAND TOTAL 2200 3138 3550 412 161%
* Capacity totals may not match Blueprint numbers due to incorrect formulas or a lack of rounding in the Blueprint numbers.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 98
Office of the Inspector General State of California
APPENDIX B: HOUSING PLANS
SALINAS VALLEY STATE PRISON -
HOUSING PLAN
ACTUAL INMATE
Difference Overcrowding
* DESIGN * STAFFED COUNT
HOUSING UNIT TYPE (Actual vs. Rate (Based on
CAPACITY CAPACITY REVIEWED BY
Staffed Capacity) Design)
OIG 1/7/13
MSF
Bldg 1 Dorm 100 100 78 -22 78%
Bldg 2 Dorm 100 100 76 -24 76%
Total 200 200 154 -46 77%
FACILITY A
Bldg A1 270 Cells 100 150 193 43 193%
Bldg A2 270 Cells 100 150 192 42 192%
Bldg A3 270 Cells 100 150 192 42 192%
Bldg A4 270 Cells 100 150 185 35 185%
Bldg A5 270 Cells 100 150 170 20 170%
Total 500 750 932 182 186%
FACILITY B
Bldg B1 270 Cells 100 150 164 14 164%
Bldg B2 270 Cells 100 150 180 30 180%
Bldg B3 270 Cells 100 150 175 25 175%
Bldg B4 270 Cells 100 150 181 31 181%
Bldg B5 270 Cells 100 150 174 24 174%
Total 500 750 874 124 175%
FACILITY C
Bldg C1 180 Cells 64 96 103 7 161%
Bldg C2 180 Cells 64 96 99 3 155%
Bldg C3 180 Cells 64 96 107 11 167%
Bldg C4 180 Cells 64 96 104 8 163%
Bldg C5 180 Cells 64 64 56 -8 88%
Bldg C6 180 Cells 64 64 59 -5 92%
Bldg C7 180 Cells 64 96 95 -1 148%
Bldg C8 180 Cells 64 96 107 11 167%
Total 512 704 730 26 143%
FACILITY D
Bldg D1 180 Cells 64 64 76 12 119%
Bldg D2 180 Cells 64 80 75 -5 117%
Bldg D3 180 Cells 64 96 85 -11 133%
Bldg D4 180 Cells 64 96 82 -14 128%
Bldg D5 180 Cells 64 96 57 -39 89%
Bldg D6 180 Cells 64 96 58 -38 91%
Bldg D7 180 Cells 64 96 117 21 183%
Bldg D8 180 Cells 64 80 84 4 131%
Total 512 704 634 -70 124%
ICF
I-1 64 64 51 -13 80%
I-2 64 64 70 6 109%
Total 128 128 121 -7 95%
ASU
Stand Alone ASU 100 125 143 18 143%
Total 100 125 143 18 143%
GRAND TOTAL 2452 3361 3588 227 146%
CENTRAL SERVICE
INF 1 19
OUT-COUNT AREA
CTC, BPH, Other 5
Off-Prison Grounds
Out to Hospital 4
GRAND TOTAL 2452 3361 3616 255 147%
* Capacity totals may not match Blueprint numbers due to incorrect formulas or a lack of rounding in the Blueprint numbers.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 99
Office of the Inspector General State of California
APPENDIX B: HOUSING PLANS
SIERRA CONSERVATION CENTER - HOUSING PLAN
ACTUAL INMATE
Difference Overcrowding
* DESIGN * STAFFED COUNT
HOUSING UNIT TYPE (Actual vs. Rate (Based on
CAPACITY CAPACITY REVIEWED BY
Staffed Capacity) Design)
OIG 1/8/13
FACILITY A
Section A Dorm 192 288 364 76 190%
Section B Dorm 224 336 431 95 192%
Section C Dorm 192 288 363 75 189%
Firehouse 10 15 10 -5 100%
Total 618 927 1168 241 189%
FACILITY B
Section D Dorm 192 288 289 1 151%
Section E Dorm 224 336 349 13 156%
Section F Dorm 192 288 281 -7 146%
Total 608 912 919 7 151%
FACILITY C
Bldg 1 270 Cells 100 150 185 35 185%
Bldg 2 270 Cells 100 125 116 -9 116%
Bldg 3 270 Cells 100 150 187 37 187%
Bldg 4 270 Cells 100 150 194 44 194%
Bldg 5 270 Cells 100 150 190 40 190%
Total 500 725 872 147 174%
CAMPS
Camp #1 Camps 120 120 104 -16 87%
Camp #2 Camps 120 120 76 -44 63%
Camp #3 Camps 120 120 76 -44 63%
Camp #4 Camps 120 120 87 -33 73%
Camp #5 Camps 120 120 71 -49 59%
Camp #6 Camps 160 160 68 -92 43%
Camp #7 Camps 100 100 59 -41 59%
Camp #8 Camps 160 160 98 -62 61%
Camp #9 Camps 120 120 76 -44 63%
Camp #10 Camps 109 109
Camp #11 Camps 82 82
Camp #12 Camps 118 118
Camp #13 Camps 108 108
Camp #14 Camps 125 125
Camp #15 Camps 89 89
Camp #16 Camps 114 114
Camp #17 Camps 87 87
Camp #18 Camps 112 112
Camp #19 Camps 78 78
Total 1140 1140 1737 597 152%
GRAND TOTAL 2866 3704 4696 992 164%
OUT-COUNT AREA
DMS 3
GRAND TOTAL 2866 3704 4699 995 164%
* Capacity totals may not match Blueprint numbers due to incorrect formulas or a lack of rounding in the Blueprint numbers.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 100
Office of the Inspector General State of California
APPENDIX B: HOUSING PLANS
VALLEY STATE PRISON - HOUSING PLAN
** ACTUAL
Difference Overcrowding
* DESIGN * STAFFED INMATE COUNT
HOUSING UNIT TYPE (Actual vs. Rate (Based on
CAPACITY CAPACITY REVIEWED BY
Staffed Capacity) Design)
OIG 1/9/13
FACILITY A
Bldg 1 Cross Top 128 192 226 34 177%
Bldg 2 Cross Top 128 192 225 33 176%
Bldg 3 270 Cells 100 150 155 5 155%
Bldg 4 270 Cells 88 110 10 -100 11%
Total 444 644 616 -28 139%
FACILITY B
Bldg 1 Cross Top 128 192 225 33 176%
Bldg 2 Cross Top 128 192 233 41 182%
Bldg 3 Cross Top 128 192 230 38 180%
Bldg 4 Cross Top 128 192 228 36 178%
Total 512 768 916 148 179%
FACILITY C
Bldg 1 Cross Top 128 192 0 -192 0%
Bldg 2 Cross Top 128 192 0 -192 0%
Bldg 3 Cross Top 128 192 0 -192 0%
Bldg 4 Cross Top 128 192 0 -192 0%
Total 512 768 0 -768 0%
FACILITY D
Bldg 1 Cross Top 128 192 40 -152 31%
Bldg 2 Cross Top 128 192 37 -155 29%
Bldg 3 Cross Top 128 192 34 -158 27%
Bldg 4 Cross Top 128 192 0 -192 0%
Total 512 768 111 -657 22%
GRAND TOTAL 1980 2948 1643 -1305 83%
CENTRAL SERVICE
INF 1 17
OUT-COUNT AREA
Watch Office 3
Off-Prison Grounds
Out to Hospital 2
GRAND TOTAL 1980 2948 1665 -1283 84%
* Capacity totals may not match Blueprint numbers due to incorrect formulas or a lack of rounding in the Blueprint numbers.
** At the time of the site visit, VSP was being transitioned from a female prison to a male prison so the inmate population (count) above
includes both genders and was low in terms of the overcrowding rate. Based on a 2/13/13 population report, the count has since risen
to 2,149 inmates. The prison now only houses male inmates.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 101
Office of the Inspector General State of California
APPENDIX B: HOUSING PLANS
WASCO STATE PRISON - HOUSING PLAN
ACTUAL INMATE
Difference Overcrowding
* DESIGN * STAFFED COUNT
HOUSING UNIT TYPE (Actual vs. Rate (Based on
CAPACITY CAPACITY REVIEWED BY
Staffed Capacity) Design)
OIG 12/10/12
MSF
Bldg 1 Dorm 96 96 65 -31 68%
Bldg 2 Dorm 96 96 60 -36 63%
Firehouse 8 8 4 -4 50%
Total 200 200 129 -71 65%
FACILITY A
Bldg 1 270 Cells 100 150 148 -2 148%
Bldg 2 270 Cells 100 150 145 -5 145%
Bldg 3 270 Cells 100 150 152 2 152%
Bldg 4 270 Cells 100 150 142 -8 142%
Bldg 5 270 Cells 100 150 152 2 152%
Total 500 750 739 -11 148%
FACILITY B
Bldg 1 Wingnut Cells 100 150 188 38 188%
Bldg 2 Wingnut Cells 100 150 190 40 190%
Bldg 3 Wingnut Cells 100 150 166 16 166%
Bldg 4 Wingnut Cells 100 150 183 33 183%
Bldg 5 Wingnut Cells 100 150 176 26 176%
Bldg 6 Wingnut Cells 100 150 184 34 184%
Total 600 900 1087 187 181%
FACILITY C
Dorm 1 Wingnut Dorm 146 219 255 36 175%
Dorm 2 Wingnut Dorm 146 219 278 59 190%
Dorm 3 Wingnut Dorm 146 219 249 30 171%
Dorm 4 Wingnut Dorm 146 219 261 42 179%
Total 584 876 1043 167 179%
FACILITY D
Bldg 1 Wingnut Cells 100 150 193 43 193%
Bldg 2 Wingnut Cells 100 150 193 43 193%
Bldg 3 Wingnut Cells 100 150 186 36 186%
Bldg 4 Wingnut Cells 100 150 187 37 187%
Bldg 5 Wingnut Cells 100 150 189 39 189%
Bldg 6 Wingnut Cells 100 125 138 13 138%
Bldg 7 E-Dorm 100 150 188 38 188%
Total 700 1025 1274 249 182%
FACILITY H
Dorm 1 E-Dorm 100 150 185 35 185%
Dorm 2 E-Dorm 100 150 182 32 182%
Dorm 3 E-Dorm 100 150 192 42 192%
Dorm 4 E-Dorm 100 150 182 32 182%
Total 400 600 741 141 185%
GRAND TOTAL 2984 4351 5013 662 168%
CENTRAL SERVICE
INF 1 16
OUT-COUNT AREA
B Program 1
Off-Prison Grounds
Out to Hospital 4
GRAND TOTAL 2984 4351 5034 683 169%
* Capacity totals may not match Blueprint numbers due to incorrect formulas or a lack of rounding in the Blueprint numbers.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 102
Office of the Inspector General State of California
APPENDIX C – PROGRAMMING PLANS
The following pages display the information we summarized after assessing whether the
department has implemented the rehabilitation programs scheduled to be underway in
fiscal year 2012/13 as identified in Appendix B of the Blueprint. The OIG performed the
fieldwork to assess the operational status of each program at each institution.
The information displayed in the following page identifies the statewide operational
status of the rehabilitation programs in summary format for each type of program. (An
individual page for each prison is provided after the summary page.) The first columns
identify the numbers in terms of teacher positions and the numbers in terms of student
slots as they were identified in the initial Blueprint. As described earlier, the numbers
were allowed to be changed as long as they met the total departmental numbers. The next
set of columns displays the numbers as identified in the final version of the Blueprint.
Then we show the results of our fieldwork and have identified the number of programs
that were actually fully operational when we performed the fieldwork. The last set of
columns identifies the differences between the number of courses that were supposed to
be operational (and related available slots) and the number of courses that we actually
found to be operational during our site visit.
The fieldwork performed in this exercise was conducted from December 2012 through
January 17, 2013. Therefore, the numbers may have changed since that time.
Additionally, some of the detail of the specific courses may have changed from
institution to institution, but the departmental totals in terms of scheduled courses still
match the original Blueprint numbers.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 103
Office of the Inspector General State of California
APPENDIX C: PROGRAMMING PLANS
STATEWIDE SUMMARY TOTALS - REHABILITATION PROGRAMS
Initial Blueprint Final Blueprint Actuals Differences
FY 12-13 (Version 1) FY 12-13 (Version 5) Dec 2012 - Jan 2013 (Actuals - Final)
Proposed Budgeted Proposed Budgeted Actual
Actual Staff
Academic Education Staff Capacity Staff Capacity Student Differences Differences
(Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
General Population 315 17,010 308 15,469 284 14,920 -24 -549
Alternative Programming 15 1,620 13 834 10 540 -3 -294
Voluntary Educ. Program 169 20,280 170 20,400 148 18,062 -22 -2,338
TOTALS 499 38,910 491 36,703 442 33,522 -49 -3,181
Proposed Budgeted Proposed Budgeted Actual
Career Technical Actual Staff
Staff Capacity Staff Capacity Student Differences Differences
Education (Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
Auto Mechanics 17 459 17 459 13 351 -4 -108
Auto Repair 13 351 13 351 13 351 0 0
Building Maintenance 19 513 19 513 13 351 -6 -162
Carpentry 15 405 16 432 9 243 -7 -189
Computer Literacy 17 459 15 405 8 270 -7 -135
Cosmetology 3 81 4 108 3 81 -1 -27
Electric Work 10 270 12 324 7 189 -5 -135
Electronics 29 783 30 810 19 513 -11 -297
HVAC 10 270 10 270 5 135 -5 -135
Machine Shop 4 108 4 108 2 54 -2 -54
Masonry 11 297 8 216 7 189 -1 -27
Office Technologies 41 1,107 41 1,107 39 1,053 -2 -54
Plumbing 9 243 9 243 5 135 -4 -108
Sheet Metal 2 54 2 54 0 0 -2 -54
Small Engine Repair 7 189 7 189 5 135 -2 -54
Welding 17 459 17 459 18 486 1 27
TBD 0 0 0 0 0 0 0 0
TOTALS 224 6,048 224 6,048 166 4,536 -58 -1,512
Student Student Student Student Annual
Actual
Contract Treatment Capacity Capacity Capacity Capacity Student
Students in Differences Differences
Programs (/Program) (Annual) (/Program) (Annual) Capacity
Program
(Version 1) (Version 1) (Version 5) (Version 5) (Projected)
Substance Abuse 1,676 3,898 1,656 3,850 1,590 3,695 -66 -155
Cognitive-Behavioral (None - commences 2013/14)
Lifer Program (None - commences 2013/14)
TOTALS 1,676 3,898 1,656 3,850 1,590 3,695 -66 -155
Program Annual Program Annual Inmates Annual
Employment Programs Slots Served Slots Served Served Served Differences Differences
(Version 1) (Version 1) (Version 5) (Version 5) (Actual) (Projected)
Transitions Program 864 2,292 864 2,292 0 0 -864 -2,292
Identification (ID) Project 0 8,459 0 8,459 0 0 0 -8,459
TOTALS 864 10,751 864 10,751 0 0 -864 -10,751
Initial Report on CDCR’s Progress Implementing the Blueprint Page 104
Office of the Inspector General State of California
APPENDIX C: PROGRAMMING PLANS
AVENAL STATE PRISON (ASP)
ASP is designated as a Re-Entry Hub.
Programs at this institution are to include Academic Education, Career Technical Education, Substance Abuse Treatment, Cognitive-
Behavioral Programs (including criminal thinking, anger management, and family programming), Employment Training, and a cognitive
behavioral based program for life-term inmates. The tables below illustrate the planned and actual staffing and student capacities by
program area:
Initial Blueprint Final Blueprint Actuals Differences
FY 12-13 (Version 1) FY 12-13 (Version 5) Dec 2012 - Jan 2013 (Actuals - Final)
Proposed Budgeted Proposed Budgeted Actual
Actual Staff
Academic Education Staff Capacity Staff Capacity Student Differences Differences
(Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
General Population 19 1026 19 1026 17 918 -2 -108
Alternative Programming 0 0 0 0 0 0 0 0
Voluntary Educ. Program 6 720 6 720 6 720 0 0
TOTALS 25 1746 25 1746 23 1638 -2 -108
Proposed Budgeted Proposed Budgeted Actual
Career Technical Actual Staff
Staff Capacity Staff Capacity Student Differences Differences
Education (Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
Auto Mechanics 1 27 1 27 1 27 0 0
Auto Repair 1 27 1 27 1 27 0 0
Building Maintenance 1 27 1 27 1 27 0 0
Carpentry 0 0 0 0 0 0 0 0
Computer Literacy 0 0 0 0 0 0 0 0
Cosmetology 0 0 0 0 0 0 0 0
Electric Work 1 27 1 27 1 27 0 0
Electronics 2 54 2 54 2 54 0 0
HVAC 1 27 1 27 0 0 -1 -27
Machine Shop 0 0 0 0 0 0 0 0
Masonry 0 0 1 27 1 27 0 0
Office Technologies 4 108 4 108 4 108 0 0
Plumbing 1 27 1 27 0 0 -1 -27
Sheet Metal 0 0 0 0 0 0 0 0
Small Engine Repair 1 27 1 27 1 27 0 0
Welding 1 27 1 27 1 27 0 0
TBD 0 0 0 0 0 0 0 0
TOTALS 14 378 15 405 13 351 -2 -54
Student Student Student Student Annual
Actual
Contract Treatment Capacity Capacity Capacity Capacity Student
Students in Differences Differences
Programs (/Program) (Annual) (/Program) (Annual) Capacity
Program
(Version 1) (Version 1) (Version 5) (Version 5) (Projected)
Substance Abuse 156 374 156 374 156 374 0 0
Cognitive-Behavioral (None - commences 2013/14)
Lifer Program (None - commences 2013/14)
TOTALS 156 374 156 374 156 374 0 0
Program Annual Program Annual Inmates Annual
Employment Programs Slots Served Slots Served Served Served Differences Differences
(Version 1) (Version 1) (Version 5) (Version 5) (Actual) (Projected)
Transitions Program 20 228 20 228 0 0 -20 -228
Identification (ID) Project 1007 1007 0 0 0 -1007
TOTALS 20 1235 20 1235 0 0 -20 -1235
Initial Report on CDCR’s Progress Implementing the Blueprint Page 105
Office of the Inspector General State of California
APPENDIX C: PROGRAMMING PLANS
CALIFORNIA CORRECTIONAL CENTER (CCC)
CCC is designated as a Standard Program Site.
Programs at this institution are to include Academic Education and Career Technical Education. The tables below illustrate the planned
and actual staffing and student capacities by program area:
Initial Blueprint Final Blueprint Actuals Differences
FY 12-13 (Version 1) FY 12-13 (Version 5) Dec 2012 - Jan 2013 (Actuals - Final)
Proposed Budgeted Proposed Budgeted Actual
Actual Staff
Academic Education Staff Capacity Staff Capacity Student Differences Differences
(Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
General Population 8 432 8 195 6 282 -2 87
Alternative Programming 1 108 1 108 0 0 -1 -108
Voluntary Educ. Program 5 600 5 600 2 240 -3 -360
TOTALS 14 1140 14 903 8 522 -6 -381
Proposed Budgeted Proposed Budgeted Actual
Career Technical Actual Staff
Staff Capacity Staff Capacity Student Differences Differences
Education (Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
Auto Mechanics 1 27 1 27 0 0 -1 -27
Auto Repair 1 27 1 27 1 27 0 0
Building Maintenance 1 27 1 27 1 27 0 0
Carpentry 0 0 0 0 0 0 0 0
Computer Literacy 1 27 0 0 0 0 0 0
Cosmetology 0 0 0 0 0 0 0 0
Electric Work 1 27 1 27 0 0 -1 -27
Electronics 1 27 1 27 0 0 -1 -27
HVAC 1 27 1 27 0 0 -1 -27
Machine Shop 0 0 0 0 0 0 0 0
Masonry 0 0 0 0 0 0 0 0
Office Technologies 1 27 1 27 1 27 0 0
Plumbing 0 0 0 0 0 0 0 0
Sheet Metal 0 0 0 0 0 0 0 0
Small Engine Repair 0 0 0 0 0 0 0 0
Welding 1 27 1 27 1 27 0 0
TBD 0 0 0 0 0 0 0
TOTALS 9 243 8 216 4 108 -4 -108
Initial Report on CDCR’s Progress Implementing the Blueprint Page 106
Office of the Inspector General State of California
APPENDIX C: PROGRAMMING PLANS
CALIFORNIA CORRECTIONAL INSTITUTION (CCI)
CCI was designated as a Standard Program Site on 12/4/12 although it was originally designated as a Re-Entry Hub.
Programs at this institution are to include Academic Education and Career Technical Education. The tables below illustrate the planned
and actual staffing and student capacities by program area (programs have been minimally updated since the change in designation):
Initial Blueprint Final Blueprint Actuals Differences
FY 12-13 (Version 1) FY 12-13 (Version 5) Dec 2012 - Jan 2013 (Actuals - Final)
Proposed Budgeted Proposed Budgeted Actual
Actual Staff
Academic Education Staff Capacity Staff Capacity Student Differences Differences
(Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
General Population 13 702 10 512 9 458 -1 -54
Alternative Programming 0 0 0 0 0 0 0 0
Voluntary Educ. Program 7 840 8 960 8 1142 0 182
TOTALS 20 1542 18 1472 17 1600 -1 128
Proposed Budgeted Proposed Budgeted Actual
Career Technical Actual Staff
Staff Capacity Staff Capacity Student Differences Differences
Education (Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
Auto Mechanics 2 54 2 54 2 54 0 0
Auto Repair 1 27 1 27 1 27 0 0
Building Maintenance 1 27 1 27 1 27 0 0
Carpentry 1 27 1 27 0 0 -1 -27
Computer Literacy 1 27 0 0 0 0 0 0
Cosmetology 0 0 0 0 0 0 0 0
Electric Work 0 0 0 0 0 0 0 0
Electronics 1 27 2 54 2 54 0 0
HVAC 1 27 1 27 1 27 0 0
Machine Shop 0 0 0 0 0 0 0 0
Masonry 0 0 0 0 0 0 0 0
Office Technologies 2 54 2 54 2 54 0 0
Plumbing 0 0 0 0 0 0 0 0
Sheet Metal 0 0 0 0 0 0 0 0
Small Engine Repair 0 0 0 0 0 0 0 0
Welding 1 27 1 27 1 27 0 0
TBD 0 0 0 0 0 0 0 0
TOTALS 11 297 11 297 10 270 -1 -27
Student Student Student Student Annual
Actual
Contract Treatment Capacity Capacity Capacity Capacity Student
Students in Differences Differences
Programs (/Program) (Annual) (/Program) (Annual) Capacity
Program
(Version 1) (Version 1) (Version 5) (Version 5) (Projected)
Substance Abuse 138 331 138 331 138 331 0 0
Cognitive-Behavioral (None - commences 2013/14)
Lifer Program (None - commences 2013/14)
TOTALS 138 331 138 331 138 331 0 0
Program Annual Program Annual Inmates Annual
Employment Programs Slots Served Slots Served Served Served Differences Differences
(Version 1) (Version 1) (Version 5) (Version 5) (Actual) (Projected)
Transitions Program 20 228 20 228 0 0 -20 -228
Identification (ID) Project 0 831 831 0 0 0 -831
TOTALS 20 1059 20 1059 0 0 -20 -1059
California Correctional Institution (CCI) was removed from the list of proposed Reentry Hub sites on 12/4/12.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 107
Office of the Inspector General State of California
APPENDIX C: PROGRAMMING PLANS
CALIFORNIA INSTITUTION FOR MEN (CIM)
CIM is designated as a Re-Entry Hub.
Programs at this institution are to include Academic Education, Career Technical Education, Substance Abuse Treatment, Cognitive-
Behavioral Programs (including criminal thinking, anger management, and family programming), Employment Training, and a cognitive
behavioral based program for life-term inmates. The tables below illustrate the planned and actual staffing and student capacities by
program area:
Initial Blueprint Final Blueprint Actuals Differences
FY 12-13 (Version 1) FY 12-13 (Version 5) Dec 2012 - Jan 2013 (Actuals - Final)
Proposed Budgeted Proposed Budgeted Actual
Actual Staff
Academic Education Staff Capacity Staff Capacity Student Differences Differences
(Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
General Population 9 486 9 408 8 420 -1 12
Alternative Programming 0 0 0 0 0 0 0 0
Voluntary Educ. Program 7 840 7 840 7 840 0 0
TOTALS 16 1326 16 1248 15 1260 -1 12
Proposed Budgeted Proposed Budgeted Actual
Career Technical Actual Staff
Staff Capacity Staff Capacity Student Differences Differences
Education (Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
Auto Mechanics 0 0 0 0 0 0 0 0
Auto Repair 0 0 0 0 0 0 0 0
Building Maintenance 2 54 2 54 2 54 0 0
Carpentry 2 54 2 54 1 27 -1 -27
Computer Literacy 1 27 1 27 1 27 0 0
Cosmetology 0 0 0 0 0 0 0 0
Electric Work 0 0 1 27 0 0 -1 -27
Electronics 1 27 1 27 0 0 -1 -27
HVAC 0 0 0 0 0 0 0 0
Machine Shop 0 0 0 0 0 0 0 0
Masonry 1 27 1 27 1 27 0 0
Office Technologies 0 0 0 0 0 0 0 0
Plumbing 1 27 1 27 1 27 0 0
Sheet Metal 0 0 0 0 0 0 0 0
Small Engine Repair 0 0 0 0 0 0 0 0
Welding 1 27 1 27 1 27 0 0
TBD 0 0 0 0 0 0 0 0
TOTALS 9 243 10 270 7 189 -3 -81
Student Student Student Student Annual
Contract Treatment Capacity Capacity Capacity Capacity Actual Student
Students in Differences Differences
Programs (/Program) (Annual) (/Program) (Annual) Capacity
Program
(Version 1) (Version 1) (Version 5) (Version 5) (Projected)
Substance Abuse 156 374 156 374 156 374 0 0
Cognitive-Behavioral (None - commences 2013/14)
Lifer Program (None - commences 2013/14)
TOTALS 156 374 156 374 156 374 0 0
Program Annual Program Annual Inmates Annual
Employment Programs Slots Served Slots Served Served Served Differences Differences
(Version 1) (Version 1) (Version 5) (Version 5) (Actual) (Projected)
Transitions Program 20 288 20 288 0 0 -20 -288
Identification (ID) Project 0 1101 0 1101 0 0 0 -1101
TOTALS 20 1389 20 1389 0 0 -20 -1389
Initial Report on CDCR’s Progress Implementing the Blueprint Page 108
Office of the Inspector General State of California
APPENDIX C: PROGRAMMING PLANS
CALIFORNIA INSTITUTION FOR WOMEN (CIW)
CIW is designated as a Re-Entry Hub.
Programs at this institution are to include Academic Education, Career Technical Education, Substance Abuse Treatment, Cognitive-
Behavioral Programs (including criminal thinking, anger management, and family programming), Employment Training, and a cognitive
behavioral based program for life-term inmates. The tables below illustrate the planned and actual staffing and student capacities by
program area:
Initial Blueprint Final Blueprint Actuals Differences
FY 12-13 (Version 1) FY 12-13 (Version 5) Dec 2012 - Jan 2013 (Actuals - Final)
Proposed Budgeted Proposed Budgeted Actual
Actual Staff
Academic Education Staff Capacity Staff Capacity Student Differences Differences
(Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
General Population 6 324 6 324 6 324 0 0
Alternative Programming 0 0 0 0 0 0 0 0
Voluntary Educ. Program 3 360 3 360 2 240 -1 -120
TOTALS 9 684 9 684 8 564 -1 -120
Proposed Budgeted Proposed Budgeted Actual
Career Technical Actual Staff
Staff Capacity Staff Capacity Student Differences Differences
Education (Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
Auto Mechanics 0 0 0 0 0 0 0 0
Auto Repair 0 0 0 0 0 0 0 0
Building Maintenance 1 27 1 27 0 0 -1 -27
Carpentry 0 0 0 0 0 0 0 0
Computer Literacy 0 0 0 0 0 0 0 0
Cosmetology 1 27 1 27 1 27 0 0
Electric Work 0 0 0 0 0 0 0 0
Electronics 0 0 1 27 1 27 0 0
HVAC 0 0 0 0 0 0 0 0
Machine Shop 0 0 0 0 0 0 0 0
Masonry 0 0 0 0 0 0 0 0
Office Technologies 2 54 2 54 1 27 -1 -27
Plumbing 0 0 0 0 0 0 0 0
Sheet Metal 0 0 0 0 0 0 0 0
Small Engine Repair 0 0 0 0 0 0 0 0
Welding 0 0 0 0 0 0 0 0
TBD 0 0 0 0 0 0 0 0
TOTALS 4 108 5 135 3 81 -2 -54
Student Student Student Student Annual
Contract Treatment Capacity Capacity Capacity Capacity Actual Student
Students in Differences Differences
Programs (/Program) (Annual) (/Program) (Annual) Capacity
Program
(Version 1) (Version 1) (Version 5) (Version 5) (Projected)
Substance Abuse 138 331 138 331 138 331 0 0
Cognitive-Behavioral (None - commences 2013/14)
Lifer Program (None - commences 2013/14)
TOTALS 138 331 138 331 138 331 0 0
Program Annual Program Annual Inmates Annual
Employment Programs Slots Served Slots Served Served Served Differences Differences
(Version 1) (Version 1) (Version 5) (Version 5) (Actual) (Projected)
Transitions Program 20 288 20 288 0 0 -20 -288
Identification (ID) Project 0 249 0 249 0 0 0 -249
TOTALS 20 537 20 537 0 0 -20 -537
Initial Report on CDCR’s Progress Implementing the Blueprint Page 109
Office of the Inspector General State of California
APPENDIX C: PROGRAMMING PLANS
CALIFORNIA MEDICAL FACILITY (CMF)
CMF is designated as a Standard Program Site.
Programs at this institution are to include Academic Education and Career Technical Education. The tables below illustrate the planned
and actual staffing and student capacities by program area:
Initial Blueprint Final Blueprint Actuals Differences
FY 12-13 (Version 1) FY 12-13 (Version 5) Dec 2012 - Jan 2013 (Actuals - Final)
Proposed Budgeted Proposed Budgeted Actual
Actual Staff
Academic Education Staff Capacity Staff Capacity Student Differences Differences
(Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
General Population 5 270 5 270 5 270 0 0
Alternative Programming 0 0 0 0 0 0 0 0
Voluntary Educ. Program 3 360 4 480 4 480 0 0
TOTALS 8 630 9 750 9 750 0 0
Proposed Budgeted Proposed Budgeted Actual
Career Technical Actual Staff
Staff Capacity Staff Capacity Student Differences Differences
Education (Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
Auto Mechanics 0 0 0 0 0 0 0 0
Auto Repair 0 0 0 0 0 0 0 0
Building Maintenance 0 0 0 0 0 0 0 0
Carpentry 0 0 0 0 0 0 0 0
Computer Literacy 1 27 0 0 0 0 0 0
Cosmetology 0 0 0 0 0 0 0 0
Electric Work 0 0 0 0 0 0 0 0
Electronics 2 54 1 27 1 27 0 0
HVAC 0 0 0 0 0 0 0 0
Machine Shop 0 0 0 0 0 0 0 0
Masonry 0 0 0 0 0 0 0 0
Office Technologies 1 27 1 27 1 27 0 0
Plumbing 0 0 0 0 0 0 0 0
Sheet Metal 0 0 0 0 0 0 0 0
Small Engine Repair 0 0 0 0 0 0 0 0
Welding 0 0 0 0 0 0 0 0
TBD 0 0 0 0 0 0 0 0
TOTALS 4 108 2 54 2 54 0 0
Initial Report on CDCR’s Progress Implementing the Blueprint Page 110
Office of the Inspector General State of California
APPENDIX C: PROGRAMMING PLANS
CALIFORNIA MEN'S COLONY (CMC)
CMC is designated as a Re-Entry Hub.
Programs at this institution are to include Academic Education, Career Technical Education, Substance Abuse Treatment, Cognitive-
Behavioral Programs (including criminal thinking, anger management, and family programming), Employment Training, and a cognitive
behavioral based program for life-term inmates. The tables below illustrate the planned and actual staffing and student capacities by
program area:
Initial Blueprint Final Blueprint Actuals Differences
FY 12-13 (Version 1) FY 12-13 (Version 5) Dec 2012 - Jan 2013 (Actuals - Final)
Proposed Budgeted Proposed Budgeted Actual
Actual Staff
Academic Education Staff Capacity Staff Capacity Student Differences Differences
(Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
General Population 16 864 14 756 13 726 -1 -30
Alternative Programming 0 0 1 48 1 54 0 6
Voluntary Educ. Program 8 960 8 960 8 960 0 0
TOTALS 24 1824 23 1764 22 1740 -1 -24
Proposed Budgeted Proposed Budgeted Actual
Career Technical Actual Staff
Staff Capacity Staff Capacity Student Differences Differences
Education (Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
Auto Mechanics 1 27 1 27 1 27 0 0
Auto Repair 1 27 1 27 1 27 0 0
Building Maintenance 1 27 1 27 1 27 0 0
Carpentry 0 0 1 27 0 0 -1 -27
Computer Literacy 0 0 0 0 0 0 0 0
Cosmetology 0 0 0 0 0 0 0 0
Electric Work 0 0 0 0 0 0 0 0
Electronics 1 27 1 27 0 0 -1 -27
HVAC 0 0 0 0 0 0 0 0
Machine Shop 1 27 1 27 0 0 -1 -27
Masonry 0 0 0 0 0 0 0 0
Office Technologies 2 54 2 54 1 27 -1 -27
Plumbing 0 0 0 0 0 0 0 0
Sheet Metal 0 0 0 0 0 0 0 0
Small Engine Repair 0 0 0 0 0 0 0 0
Welding 1 27 1 27 1 27 0 0
TBD 0 0 0 0 0 0 0 0
TOTALS 8 216 9 243 5 135 -4 -108
Student Student Student Student Annual
Contract Treatment Capacity Capacity Capacity Capacity Actual Student
Students in Differences Differences
Programs (/Program) (Annual) (/Program) (Annual) Capacity
Program
(Version 1) (Version 1) (Version 5) (Version 5) (Projected)
Substance Abuse 120 288 120 288 120 288 0 0
Cognitive-Behavioral (None - commences 2013/14)
Lifer Program (None - commences 2013/14)
TOTALS 120 288 120 288 120 288 0 0
Program Annual Program Annual Inmates Annual
Employment Programs Slots Served Slots Served Served Served Differences Differences
(Version 1) (Version 1) (Version 5) (Version 5) (Actual) (Projected)
Transitions Program 20 228 20 228 0 0 -20 -228
Identification (ID) Project 0 871 0 871 0 0 0 -871
TOTALS 20 1099 20 1099 0 0 -20 -1099
Initial Report on CDCR’s Progress Implementing the Blueprint Page 111
Office of the Inspector General State of California
APPENDIX C: PROGRAMMING PLANS
CALIFORNIA REHABILITATION CENTER (CRC)
CRC is designated as a Re-Entry Hub.
Programs at this institution are to include Academic Education, Career Technical Education, Substance Abuse Treatment, Cognitive-
Behavioral Programs (including criminal thinking, anger management, and family programming), Employment Training, and a cognitive
behavioral based program for life-term inmates. The tables below illustrate the planned and actual staffing and student capacities by
program area:
Initial Blueprint Final Blueprint Actuals Differences
FY 12-13 (Version 1) FY 12-13 (Version 5) Dec 2012 - Jan 2013 (Actuals - Final)
Proposed Budgeted Proposed Budgeted Actual
Actual Staff
Academic Education Staff Capacity Staff Capacity Student Differences Differences
(Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
General Population 14 756 10 540 10 486 0 -54
Alternative Programming 0 0 0 0 0 0 0 0
Voluntary Educ. Program 6 720 4 480 3 360 -1 -120
TOTALS 20 1476 14 1020 13 846 -1 -174
Proposed Budgeted Proposed Budgeted Actual
Career Technical Actual Staff
Staff Capacity Staff Capacity Student Differences Differences
Education (Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
Auto Mechanics 2 54 2 54 1 27 -1 -27
Auto Repair 0 0 0 0 0 0 0 0
Building Maintenance 1 27 0 0 0 0 0 0
Carpentry 1 27 1 27 1 27 0 0
Computer Literacy 0 0 0 0 0 0 0 0
Cosmetology 0 0 0 0 0 0 0 0
Electric Work 1 27 1 27 1 27 0 0
Electronics 2 54 1 27 0 0 -1 -27
HVAC 1 27 1 27 0 0 -1 -27
Machine Shop 0 0 0 0 0 0 0 0
Masonry 1 27 0 0 0 0 0 0
Office Technologies 2 54 2 54 2 54 0 0
Plumbing 0 0 1 27 1 27 0 0
Sheet Metal 0 0 0 0 0 0 0 0
Small Engine Repair 1 27 0 0 0 0 0 0
Welding 0 0 0 0 0 0 0 0
TBD 0 0 0 0 0 0 0 0
TOTALS 12 324 9 243 6 162 -3 -81
Student Student Student Student Annual
Actual
Contract Treatment Capacity Capacity Capacity Capacity Student
Students in Differences Differences
Programs (/Program) (Annual) (/Program) (Annual) Capacity
Program
(Version 1) (Version 1) (Version 5) (Version 5) (Projected)
Substance Abuse 140 336 140 336 140 336 0 0
Cognitive-Behavioral (None - commences 2013/14)
Lifer Program (None - commences 2013/14)
TOTALS 140 336 140 336 140 336 0 0
Program Annual Program Annual Inmates Annual
Employment Programs Slots Served Slots Served Served Served Differences Differences
(Version 1) (Version 1) (Version 5) (Version 5) (Actual) (Projected)
Transitions Program 228 20 228 20 0 0 -228 -20
Identification (ID) Project 0 1104 0 1104 0 0 0 -1104
TOTALS 228 1124 228 1124 0 0 -228 -1124
Initial Report on CDCR’s Progress Implementing the Blueprint Page 112
Office of the Inspector General State of California
APPENDIX C: PROGRAMMING PLANS
CALIFORNIA STATE PRISON, CORCORAN (COR)
COR is designated as a Standard Program Site.
Programs at this institution are to include Academic Education and Career Technical Education. The tables below illustrate the planned
and actual staffing and student capacities by program area:
Initial Blueprint Final Blueprint Actuals Differences
FY 12-13 (Version 1) FY 12-13 (Version 5) Dec 2012 - Jan 2013 (Actuals - Final)
Proposed Budgeted Proposed Budgeted Actual
Actual Staff
Academic Education Staff Capacity Staff Capacity Student Differences Differences
(Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
General Population 10 540 11 555 10 501 -1 -54
Alternative Programming 3 324 3 162 2 108 -1 -54
Voluntary Educ. Program 4 480 4 480 4 480 0 0
TOTALS 17 1344 18 1197 16 1089 -2 -108
Proposed Budgeted Proposed Budgeted Actual
Career Technical Actual Staff
Staff Capacity Staff Capacity Student Differences Differences
Education (Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
Auto Mechanics 0 0 0 0 0 0 0 0
Auto Repair 0 0 0 0 0 0 0 0
Building Maintenance 0 0 0 0 0 0 0 0
Carpentry 0 0 0 0 0 0 0 0
Computer Literacy 0 0 0 0 0 0 0 0
Cosmetology 0 0 0 0 0 0 0 0
Electric Work 0 0 0 0 0 0 0 0
Electronics 1 27 1 27 1 27 0 0
HVAC 0 0 0 0 0 0 0 0
Machine Shop 1 27 1 27 0 0 -1 -27
Masonry 0 0 0 0 0 0 0 0
Office Technologies 2 54 2 54 2 54 0 0
Plumbing 0 0 0 0 0 0 0 0
Sheet Metal 1 27 1 27 0 0 -1 -27
Small Engine Repair 0 0 0 0 0 0 0 0
Welding 0 0 0 0 1 27 1 27
TBD 0 0 0 0 0 0 0 0
TOTALS 5 135 5 135 4 108 -1 -27
Initial Report on CDCR’s Progress Implementing the Blueprint Page 113
Office of the Inspector General State of California
APPENDIX C: PROGRAMMING PLANS
CALIFORNIA STATE PRISON, LOS ANGELES COUNTY (LAC)
LAC was designated as a Re-Entry Hub on 12/4/12 although it was originally designated as a Standard Program Site.
Programs at this institution are to include Academic Education, Career Technical Education, Substance Abuse Treatment, Cognitive-
Behavioral Programs (including criminal thinking, anger management, and family programming), Employment Training, and a cognitive
behavioral based program for life-term inmates. The tables below illustrate the planned and actual staffing and student capacities by
program area (programs have been minimally updated since the change in designation):
Initial Blueprint Final Blueprint Actuals Differences
FY 12-13 (Version 1) FY 12-13 (Version 5) Dec 2012 - Jan 2013 (Actuals - Final)
Proposed Budgeted Proposed Budgeted Actual
Actual Staff
Academic Education Staff Capacity Staff Capacity Student Differences Differences
(Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
General Population 8 432 8 378 8 405 0 27
Alternative Programming 0 0 0 0 0 0 0 0
Voluntary Educ. Program 5 600 5 600 4 480 -1 -120
TOTALS 13 1032 13 978 12 885 -1 -93
Proposed Budgeted Proposed Budgeted Actual
Career Technical Actual Staff
Staff Capacity Staff Capacity Student Differences Differences
Education (Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
Auto Mechanics 0 0 0 0 0 0 0 0
Auto Repair 0 0 0 0 0 0 0 0
Building Maintenance 0 0 0 0 0 0 0 0
Carpentry 1 27 1 27 0 0 -1 -27
Computer Literacy 0 0 1 27 0 0 -1 -27
Cosmetology 0 0 0 0 0 0 0 0
Electric Work 0 0 1 27 0 0 -1 -27
Electronics 1 27 1 27 0 0 -1 -27
HVAC 0 0 0 0 0 0 0 0
Machine Shop 0 0 0 0 0 0 0 0
Masonry 0 0 0 0 0 0 0 0
Office Technologies 1 27 1 27 1 27 0 0
Plumbing 1 27 1 27 1 27 0 0
Sheet Metal 0 0 0 0 0 0 0 0
Small Engine Repair 0 0 0 0 0 0 0 0
Welding 0 0 0 0 0 0 0 0
TBD 0 0 0 0 0 0 0
TOTALS 4 108 6 162 2 54 -4 -108
Student Student Student Student Annual
Contract Treatment Capacity Capacity Capacity Capacity Actual Student
Students in Differences Differences
Programs (/Program) (Annual) (/Program) (Annual) Capacity
Program
(Version 1) (Version 1) (Version 5) (Version 5) (Projected)
Substance Abuse 0 0 0 0 0 0 0 0
TOTALS 0 0 0 0 0 0 0 0
California State Prison, Los Angeles County (LAC) was added to the list of proposed Reentry Hub sites on 12/4/12.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 114
Office of the Inspector General State of California
APPENDIX C: PROGRAMMING PLANS
CALIFORNIA STATE PRISON, SACRAMENTO (SAC)
SAC is designated as a Standard Program Site.
Programs at this institution are to include Academic Education and Career Technical Education. The tables below illustrate the planned
and actual staffing and student capacities by program area:
Initial Blueprint Final Blueprint Actuals Differences
FY 12-13 (Version 1) FY 12-13 (Version 5) Dec 2012 - Jan 2013 (Actuals - Final)
Proposed Budgeted Proposed Budgeted Actual
Actual Staff
Academic Education Staff Capacity Staff Capacity Student Differences Differences
(Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
General Population 6 324 6 324 6 324 0 0
Alternative Programming 0 0 0 0 0 0 0 0
Voluntary Educ. Program 4 480 4 480 3 360 -1 -120
TOTALS 10 804 10 804 9 684 -1 -120
Proposed Budgeted Proposed Budgeted Actual
Career Technical Actual Staff
Staff Capacity Staff Capacity Student Differences Differences
Education (Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
Auto Mechanics 0 0 0 0 0 0 0 0
Auto Repair 0 0 0 0 0 0 0 0
Building Maintenance 0 0 0 0 0 0 0 0
Carpentry 0 0 0 0 0 0 0 0
Computer Literacy 0 0 0 0 0 0 0 0
Cosmetology 0 0 0 0 0 0 0 0
Electric Work 0 0 0 0 0 0 0 0
Electronics 0 0 0 0 0 0 0 0
HVAC 0 0 0 0 0 0 0 0
Machine Shop 0 0 0 0 0 0 0 0
Masonry 0 0 0 0 0 0 0 0
Office Technologies 3 81 3 81 3 81 0 0
Plumbing 0 0 0 0 0 0 0 0
Sheet Metal 0 0 0 0 0 0 0 0
Small Engine Repair 0 0 0 0 0 0 0 0
Welding 0 0 0 0 0 0 0 0
TBD 0 0 0 0 0 0 0 0
TOTALS 3 81 3 81 3 81 0 0
Initial Report on CDCR’s Progress Implementing the Blueprint Page 115
Office of the Inspector General State of California
APPENDIX C: PROGRAMMING PLANS
CALIFORNIA STATE PRISON, SAN QUENTIN (SQ)
SQ is designated as a Standard Program Site.
Programs at this institution are to include Academic Education and Career Technical Education. The tables below illustrate the planned
and actual staffing and student capacities by program area:
Initial Final Actuals Differenc
BFlYu e1p2-r1in3t (Version 1) BFlYu e1p2-r1in3t (Version 5) Dec 2012 - Jan 2013 (Aecstuals - Final)
Proposed Budgeted Proposed Budgeted Actual
Actual Staff
Academic Education Staff Capacity Staff Capacity Student Differences Differences
(Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
General Population 7 378 7 378 7 378 0 0
Alternative Programming 0 0 0 0 0 0 0 0
Voluntary Educ. Program 6 720 7 840 6 840 -1 0
TOTALS 13 1098 14 1218 13 1218 -1 0
Proposed Budgeted Proposed Budgeted Actual
Career Technical Actual Staff
Staff Capacity Staff Capacity Student Differences Differences
Education (Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
Auto Mechanics 0 0 0 0 0 0 0 0
Auto Repair 0 0 0 0 0 0 0 0
Building Maintenance 1 27 1 27 0 0 -1 -27
Carpentry 0 0 0 0 0 0 0 0
Computer Literacy 1 27 1 27 0 0 -1 -27
Cosmetology 0 0 0 0 0 0 0 0
Electric Work 0 0 0 0 0 0 0 0
Electronics 1 27 1 27 0 0 -1 -27
HVAC 0 0 0 0 0 0 0 0
Machine Shop 1 27 1 27 1 27 0 0
Masonry 0 0 0 0 0 0 0 0
Office Technologies 0 0 0 0 0 0 0 0
Plumbing 0 0 0 0 0 0 0 0
Sheet Metal 1 27 1 27 0 0 -1 -27
Small Engine Repair 0 0 0 0 0 0 0 0
Welding 0 0 0 0 0 0 0 0
TBD 0 0 0 0 0 0 0 0
TOTALS 5 135 5 135 1 27 -4 -108
Initial Report on CDCR’s Progress Implementing the Blueprint Page 116
Office of the Inspector General State of California
APPENDIX C: PROGRAMMING PLANS
CALIFORNIA STATE PRISON, SOLANO (SOL)
SOL was designated as a Standard Program Site on 12/4/12 although it was originally designated as a Re-Entry Hub.
Programs at this institution are to include Academic Education and Career Technical Education. The tables below illustrate the planned
and actual staffing and student capacities by program area (programs have been minimally updated since the change in designation):
Initial Blueprint Final Blueprint Actuals Differences
FY 12-13 (Version 1) FY 12-13 (Version 5) Dec 2012 - Jan 2013 (Actuals - Final)
Proposed Budgeted Proposed Budgeted Actual
Actual Staff
Academic Education Staff Capacity Staff Capacity Student Differences Differences
(Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
General Population 15 810 15 674 13 560 -2 -114
Alternative Programming 0 0 0 0 0 0 0 0
Voluntary Educ. Program 6 720 6 720 4 480 -2 -240
TOTALS 21 1530 21 1394 17 1040 -4 -354
Proposed Budgeted Proposed Budgeted Actual
Career Technical Actual Staff
Staff Capacity Staff Capacity Student Differences Differences
Education (Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
Auto Mechanics 0 0 0 0 0 0 0 0
Auto Repair 0 0 0 0 0 0 0 0
Building Maintenance 1 27 1 27 1 27 0 0
Carpentry 1 27 1 27 1 27 0 0
Computer Literacy 1 27 1 27 1 27 0 0
Cosmetology 0 0 0 0 0 0 0 0
Electric Work 1 27 1 27 1 27 0 0
Electronics 1 27 1 27 1 27 0 0
HVAC 0 0 0 0 0 0 0 0
Machine Shop 0 0 0 0 0 0 0 0
Masonry 1 27 1 27 1 27 0 0
Office Technologies 1 27 1 27 1 27 0 0
Plumbing 0 0 0 0 0 0 0 0
Sheet Metal 0 0 0 0 0 0 0 0
Small Engine Repair 0 0 0 0 0 0 0 0
Welding 1 27 1 27 1 27 0 0
TBD 0 0 0 0 0 0 0 0
TOTALS 8 216 8 216 8 216 0 0
Student Student Student Student Annual
Actual
Contract Treatment Capacity Capacity Capacity Capacity Student
Students in Differences Differences
Programs (/Program) (Annual) (/Program) (Annual) Capacity
Program
(Version 1) (Version 1) (Version 5) (Version 5) (Projected)
Substance Abuse 120 288 120 288 100 240 -20 -48
Cognitive-Behavioral (None - commences 2013/14)
Lifer Program (None - commences 2013/14)
TOTALS 120 288 120 288 100 240 -20 -48
Program Annual Program Annual Inmates Annual
Employment Programs Slots Served Slots Served Served Served Differences Differences
(Version 1) (Version 1) (Version 5) (Version 5) (Actual) (Projected)
Transitions Program 20 288 20 288 0 0 -20 -288
Identification (ID) Project 0 424 0 424 0 0 0 -424
TOTALS 20 712 20 712 0 0 -20 -712
California State Prison, Solano (SOL) was removed from the list of proposed Reentry Hub sites on 12/4/12.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 117
Office of the Inspector General State of California
APPENDIX C: PROGRAMMING PLANS
CALIFORNIA SUBSTANCE ABUSE TREATMENT FACILITY (SATF)
SATF is designated as a Re-Entry Hub.
Programs at this institution are to include Academic Education, Career Technical Education, Substance Abuse Treatment, Cognitive-
Behavioral Programs (including criminal thinking, anger management, and family programming), Employment Training, and a cognitive
behavioral based program for life-term inmates. The tables below illustrate the planned and actual staffing and student capacities by
program area:
Initial Blueprint Final Blueprint Actuals Differences
FY 12-13 (Version 1) FY 12-13 (Version 5) Dec 2012 - Jan 2013 (Actuals - Final)
Proposed Budgeted Proposed Budgeted Actual
Actual Staff
Academic Education Staff Capacity Staff Capacity Student Differences Differences
(Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
General Population 14 756 20 1080 17 918 -3 -162
Alternative Programming 3 324 0 0 0 0 0 0
Voluntary Educ. Program 9 1080 6 720 7 840 1 120
TOTALS 26 2160 26 1800 24 1758 -2 -42
Proposed Budgeted Proposed Budgeted Actual
Career Technical Actual Staff
Staff Capacity Staff Capacity Student Differences Differences
Education (Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
Auto Mechanics 1 27 1 27 1 27 0 0
Auto Repair 1 27 1 27 1 27 0 0
Building Maintenance 1 27 1 27 1 27 0 0
Carpentry 1 27 1 27 1 27 0 0
Computer Literacy 0 0 1 27 0 0 -1 -27
Cosmetology 0 0 0 0 0 0 0 0
Electric Work 2 54 2 54 2 54 0 0
Electronics 1 27 1 27 0 0 -1 -27
HVAC 1 27 1 27 1 27 0 0
Machine Shop 0 0 0 0 0 0 0 0
Masonry 1 27 1 27 1 27 0 0
Office Technologies 2 54 2 54 2 54 0 0
Plumbing 1 27 1 27 1 27 0 0
Sheet Metal 0 0 0 0 0 0 0 0
Small Engine Repair 1 27 1 27 1 27 0 0
Welding 1 27 1 27 1 27 0 0
TBD 0 0 0 0 0 0 0 0
TOTALS 14 378 15 405 13 351 -2 -54
Student Student Student Student Annual
Contract Treatment Capacity Capacity Capacity Capacity Actual Student
Students in Differences Differences
Programs (/Program) (Annual) (/Program) (Annual) Capacity
Program
(Version 1) (Version 1) (Version 5) (Version 5) (Projected)
Substance Abuse 208 376 208 376 202 365 -6 -11
Cognitive-Behavioral (None - commences 2013/14)
Lifer Program (None - commences 2013/14)
TOTALS 208 376 208 376 202 365 -6 -11
Program Annual Program Annual Inmates Annual
Employment Programs Slots Served Slots Served Served Served Differences Differences
(Version 1) (Version 1) (Version 5) (Version 5) (Actual) (Projected)
Transitions Program 228 20 228 20 0 0 -228 -20
Identification (ID) Project 0 668 0 668 0 0 0 -668
TOTALS 228 688 228 688 0 0 -228 -688
Initial Report on CDCR’s Progress Implementing the Blueprint Page 118
Office of the Inspector General State of California
APPENDIX C: PROGRAMMING PLANS
CALIPATRIA STATE PRISON (CAL)
CAL is designated as a Standard Program Site.
Programs at this institution are to include Academic Education and Career Technical Education. The tables below illustrate the planned
and actual staffing and student capacities by program area:
Initial Blueprint Final Blueprint Actuals Differences
FY 12-13 (Version 1) FY 12-13 (Version 5) Dec 2012 - Jan 2013 (Actuals - Final)
Proposed Budgeted Proposed Budgeted Actual
Actual Staff
Academic Education Staff Capacity Staff Capacity Student Differences Differences
(Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
General Population 12 648 13 540 16 834 3 294
Alternative Programming 0 0 1 108 1 54 0 -54
Voluntary Educ. Program 4 480 4 480 2 240 -2 -240
TOTALS 16 1128 18 1128 19 1128 1 0
Proposed Budgeted Proposed Budgeted Actual
Career Technical Actual Staff
Staff Capacity Staff Capacity Student Differences Differences
Education (Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
Auto Mechanics 0 0 0 0 0 0 0 0
Auto Repair 0 0 0 0 0 0 0 0
Building Maintenance 0 0 0 0 0 0 0 0
Carpentry 1 27 1 27 1 27 0 0
Computer Literacy 1 27 2 54 2 54 0 0
Cosmetology 0 0 0 0 0 0 0 0
Electric Work 1 27 1 27 0 0 -1 -27
Electronics 1 27 1 27 1 27 0 0
HVAC 1 27 1 27 1 27 0 0
Machine Shop 0 0 0 0 0 0 0 0
Masonry 0 0 0 0 0 0 0 0
Office Technologies 0 0 0 0 0 0 0 0
Plumbing 0 0 0 0 0 0 0 0
Sheet Metal 0 0 0 0 0 0 0 0
Small Engine Repair 0 0 0 0 0 0 0 0
Welding 0 0 0 0 0 0 0 0
TBD 0 0 0 0 0 0 0 0
TOTALS 5 135 6 162 5 135 -1 -27
Initial Report on CDCR’s Progress Implementing the Blueprint Page 119
Office of the Inspector General State of California
APPENDIX C: PROGRAMMING PLANS
CENTINELA STATE PRISON (CEN)
CEN is designated as a Standard Program Site.
Programs at this institution are to include Academic Education and Career Technical Education. The tables below illustrate the planned
and actual staffing and student capacities by program area:
Initial Blueprint Final Blueprint Actuals Differences
FY 12-13 (Version 1) FY 12-13 (Version 5) Dec 2012 - Jan 2013 (Actuals - Final)
Proposed Budgeted Proposed Budgeted Actual
Actual Staff
Academic Education Staff Capacity Staff Capacity Student Differences Differences
(Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
General Population 11 594 14 486 10 540 -4 54
Alternative Programming 0 0 0 0 0 0 0 0
Voluntary Educ. Program 7 840 6 720 5 600 -1 -120
TOTALS 18 1434 20 1206 15 1140 -5 -66
Proposed Budgeted Proposed Budgeted Actual
Career Technical Actual Staff
Staff Capacity Staff Capacity Student Differences Differences
Education (Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
Auto Mechanics 1 27 1 27 1 27 0 0
Auto Repair 1 27 1 27 1 27 0 0
Building Maintenance 1 27 1 27 1 27 0 0
Carpentry 0 0 0 0 0 0 0 0
Computer Literacy 0 0 0 0 0 0 0 0
Cosmetology 0 0 0 0 0 0 0 0
Electric Work 0 0 0 0 0 0 0 0
Electronics 1 27 1 27 0 0 -1 -27
HVAC 0 0 0 0 0 0 0 0
Machine Shop 0 0 0 0 0 0 0 0
Masonry 1 27 0 0 0 0 0 0
Office Technologies 2 54 2 54 2 54 0 0
Plumbing 0 0 0 0 0 0 0 0
Sheet Metal 0 0 0 0 0 0 0 0
Small Engine Repair 1 27 1 27 1 27 0 0
Welding 1 27 1 27 1 27 0 0
TBD 0 0 0 0 0 0 0 0
TOTALS 9 243 8 216 7 189 -1 -27
Initial Report on CDCR’s Progress Implementing the Blueprint Page 120
Office of the Inspector General State of California
APPENDIX C: PROGRAMMING PLANS
CENTRAL CALIFORNIA WOMEN'S FACILITY (CCWF)
CCWF is designated as a Re-Entry Hub.
Programs at this institution are to include Academic Education, Career Technical Education, Substance Abuse Treatment, Cognitive-
Behavioral Programs (including criminal thinking, anger management, and family programming), Employment Training, and a cognitive
behavioral based program for life-term inmates. The tables below illustrate the planned and actual staffing and student capacities by
program area:
Initial Blueprint * Final Blueprint Actuals Differences
FY 12-13 (Version 1) FY 12-13 (Version 5) Dec 2012 - Jan 2013 (Actuals - Final)
Proposed Budgeted Proposed Budgeted Actual
Actual Staff
Academic Education Staff Capacity Staff Capacity Student Differences Differences
(Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
General Population 9 486 8 432 7 378 -1 -54
Alternative Programming 0 0 0 0 0 0 0 0
Voluntary Educ. Program 4 480 4 480 4 480 0 0
TOTALS 13 966 12 912 11 858 -1 -54
Proposed Budgeted Proposed Budgeted Actual
Career Technical Actual Staff
Staff Capacity Staff Capacity Student Differences Differences
Education (Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
Auto Mechanics 0 0 0 0 0 0 0 0
Auto Repair 1 27 1 27 1 27 0 0
Building Maintenance 0 0 1 27 0 0 -1 -27
Carpentry 1 27 1 27 0 0 -1 -27
Computer Literacy 1 27 1 27 1 27 0 0
Cosmetology 2 54 2 54 1 27 -1 -27
Electric Work 0 0 0 0 0 0 0 0
Electronics 1 27 1 27 1 27 0 0
HVAC 0 0 0 0 0 0 0 0
Machine Shop 0 0 0 0 0 0 0 0
Masonry 0 0 0 0 0 0 0 0
Office Technologies 2 54 2 54 2 54 0 0
Plumbing 0 0 0 0 0 0 0 0
Sheet Metal 0 0 0 0 0 0 0 0
Small Engine Repair 0 0 0 0 0 0 0 0
Welding 0 0 0 0 0 0 0 0
TBD 0 0 0 0 0 0 0 0
TOTALS 8 216 9 243 6 162 -3 -81
Student Student Student Student Annual
Contract Treatment Capacity Capacity Capacity Capacity Actual Student
Students in Differences Differences
Programs (/Program) (Annual) (/Program) (Annual) Capacity
Program
(Version 1) (Version 1) (Version 5) (Version 5) (Projected)
Substance Abuse 120 288 240 576 201 482 -39 -94
Cognitive-Behavioral (None - commences 2013/14)
Lifer Program (None - commences 2013/14)
TOTALS 120 288 240 576 201 482 -39 -94
Program Annual Program Annual Inmates Annual
Employment Programs Slots Served Slots Served Served Served Differences Differences
(Version 1) (Version 1) (Version 5) (Version 5) (Actual) (Projected)
Transitions Program 20 228 20 228 0 0 -20 -228
Identification (ID) Project 0 358 0 358 0 0 0 -358
TOTALS 20 586 20 586 0 0 -20 -586
* The contract for the substance abuse treatment was to provide a gender responsive program for women at the neighboring VSP site.
Therefore the slots could not be used when VSP converted to a male prison. The program was transferred to CCWF to provide temporary
additional slots for inmates in FY 2012/13.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 121
Office of the Inspector General State of California
APPENDIX C: PROGRAMMING PLANS
CHUCKAWALLA VALLEY STATE PRISION (CVSP)
CVSP is designated as a Re-Entry Hub.
Programs at this institution are to include Academic Education, Career Technical Education, Substance Abuse Treatment, Cognitive-
Behavioral Programs (including criminal thinking, anger management, and family programming), Employment Training, and a cognitive
behavioral based program for life-term inmates. The tables below illustrate the planned and actual staffing and student capacities by
program area:
Initial Blueprint Final Blueprint Actuals Differences
FY 12-13 (Version 1) FY 12-13 (Version 5) Dec 2012 - Jan 2013 (Actuals - Final)
Proposed Budgeted Proposed Budgeted Actual
Actual Staff
Academic Education Staff Capacity Staff Capacity Student Differences Differences
(Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
General Population 10 540 9 486 8 432 -1 -54
Alternative Programming 0 0 0 0 0 0 0 0
Voluntary Educ. Program 4 480 4 480 4 480 0 0
TOTALS 14 1020 13 966 12 912 -1 -54
Proposed Budgeted Proposed Budgeted Actual
Career Technical Actual Staff
Staff Capacity Staff Capacity Student Differences Differences
Education (Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
Auto Mechanics 1 27 1 27 1 27 0 0
Auto Repair 1 27 1 27 1 27 0 0
Building Maintenance 0 0 0 0 0 0 0 0
Carpentry 0 0 0 0 0 0 0 0
Computer Literacy 0 0 0 0 0 0 0 0
Cosmetology 0 0 0 0 0 0 0 0
Electric Work 0 0 0 0 0 0 0 0
Electronics 1 27 1 27 1 27 0 0
HVAC 1 27 1 27 1 27 0 0
Machine Shop 0 0 0 0 0 0 0 0
Masonry 1 27 1 27 0 0 -1 -27
Office Technologies 2 54 2 54 2 54 0 0
Plumbing 1 27 1 27 1 27 0 0
Sheet Metal 0 0 0 0 0 0 0 0
Small Engine Repair 0 0 0 0 0 0 0 0
Welding 1 27 1 27 1 27 0 0
TBD 0 0 0 0 0 0 0 0
TOTALS 9 243 9 243 8 216 -1 -27
Student Student Student Student Annual
Actual
Contract Treatment Capacity Capacity Capacity Capacity Student
Students in Differences Differences
Programs (/Program) (Annual) (/Program) (Annual) Capacity
Program
(Version 1) (Version 1) (Version 5) (Version 5) (Projected)
Substance Abuse 120 288 120 288 119 286 -1 -2
Cognitive-Behavioral (None - commences 2013/14)
Lifer Program (None - commences 2013/14)
TOTALS 120 288 120 288 119 286 -1 -2
Program Annual Program Annual Inmates Annual
Employment Programs Slots Served Slots Served Served Served Differences Differences
(Version 1) (Version 1) (Version 5) (Version 5) (Actual) (Projected)
Transitions Program 228 20 228 20 0 0 -228 -20
Identification (ID) Project 0 545 0 545 0 0 0 -545
TOTALS 228 565 228 565 0 0 -228 -565
Initial Report on CDCR’s Progress Implementing the Blueprint Page 122
Office of the Inspector General State of California
APPENDIX C: PROGRAMMING PLANS
CORRECTIONAL TRAINING FACILITY (CTF)
CTF is designated as a Re-Entry Hub.
Programs at this institution are to include Academic Education, Career Technical Education, Substance Abuse Treatment, Cognitive-
Behavioral Programs (including criminal thinking, anger management, and family programming), Employment Training, and a cognitive
behavioral based program for life-term inmates. The tables below illustrate the planned and actual staffing and student capacities by
program area:
Initial Blueprint Final Blueprint Actuals Differences
FY 12-13 (Version 1) FY 12-13 (Version 5) Dec 2012 - Jan 2013 (Actuals - Final)
Proposed Budgeted Proposed Budgeted Actual
Actual Staff
Academic Education Staff Capacity Staff Capacity Student Differences Differences
(Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
General Population 18 972 16 864 17 918 1 54
Alternative Programming 0 0 0 0 0 0 0 0
Voluntary Educ. Program 9 1080 7 840 8 960 1 120
TOTALS 27 2052 23 1704 25 1878 2 174
Proposed Budgeted Proposed Budgeted Actual
Career Technical Actual Staff
Staff Capacity Staff Capacity Student Differences Differences
Education (Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
Auto Mechanics 0 0 0 0 0 0 0 0
Auto Repair 0 0 0 0 0 0 0 0
Building Maintenance 1 27 1 27 0 0 -1 -27
Carpentry 1 27 1 27 0 0 -1 -27
Computer Literacy 1 27 1 27 1 27 0 0
Cosmetology 0 0 0 0 0 0 0 0
Electric Work 1 27 1 27 1 27 0 0
Electronics 1 27 1 27 0 0 -1 -27
HVAC 0 0 0 0 0 0 0 0
Machine Shop 0 0 0 0 0 0 0 0
Masonry 1 27 1 27 0 0 -1 -27
Office Technologies 1 27 1 27 1 27 0 0
Plumbing 1 27 1 27 0 0 -1 -27
Sheet Metal 0 0 0 0 0 0 0 0
Small Engine Repair 0 0 0 0 0 0 0 0
Welding 0 0 0 0 0 0 0 0
TBD 0 0 0 0 0 0 0 0
TOTALS 8 216 8 216 3 81 -5 -135
Student Student Student Student Annual
Contract Treatment Capacity Capacity Capacity Capacity Actual Student
Students in Differences Differences
Programs (/Program) (Annual) (/Program) (Annual) Capacity
Program
(Version 1) (Version 1) (Version 5) (Version 5) (Projected)
Substance Abuse 120 288 120 288 120 288 0 0
Cognitive-Behavioral (None - commences 2013/14)
Lifer Program (None - commences 2013/14)
TOTALS 120 288 120 288 120 288 0 0
Program Annual Program Annual Inmates Annual
Employment Programs Slots Served Slots Served Served Served Differences Differences
(Version 1) (Version 1) (Version 5) (Version 5) (Actual) (Projected)
Transitions Program 20 228 20 228 0 0 -20 -228
Identification (ID) Project 0 896 0 896 0 0 0 -896
TOTALS 20 1124 20 1124 0 0 -20 -1124
Initial Report on CDCR’s Progress Implementing the Blueprint Page 123
Office of the Inspector General State of California
APPENDIX C: PROGRAMMING PLANS
DEUEL VOCATIONAL INSTITUTION (DVI)
DVI is designated as a Standard Program Site.
Programs at this institution are to include Academic Education and Career Technical Education. The tables below illustrate the planned
and actual staffing and student capacities by program area:
Initial Blueprint Final Blueprint Actuals Differences
FY 12-13 (Version 1) FY 12-13 (Version 5) Dec 2012 - Jan 2013 (Actuals - Final)
Proposed Budgeted Proposed Budgeted Actual
Actual Staff
Academic Education Staff Capacity Staff Capacity Student Differences Differences
(Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
General Population 4 216 4 216 3 228 -1 12
Alternative Programming 0 0 0 0 0 0 0 0
Voluntary Educ. Program 4 480 4 480 3 360 -1 -120
TOTALS 8 696 8 696 6 588 -2 -108
Proposed Budgeted Proposed Budgeted Actual
Career Technical Actual Staff
Staff Capacity Staff Capacity Student Differences Differences
Education (Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
Auto Mechanics 0 0 0 0 0 0 0 0
Auto Repair 1 27 1 27 1 27 0 0
Building Maintenance 1 27 1 27 0 0 -1 -27
Carpentry 0 0 0 0 0 0 0 0
Computer Literacy 1 27 1 27 1 54 0 27
Cosmetology 0 0 0 0 0 0 0 0
Electric Work 0 0 0 0 0 0 0 0
Electronics 0 0 0 0 0 0 0 0
HVAC 1 27 1 27 0 0 -1 -27
Machine Shop 0 0 0 0 0 0 0 0
Masonry 0 0 0 0 0 0 0 0
Office Technologies 0 0 0 0 0 0 0 0
Plumbing 0 0 0 0 0 0 0 0
Sheet Metal 0 0 0 0 0 0 0 0
Small Engine Repair 0 0 0 0 0 0 0 0
Welding 0 0 0 0 0 0 0 0
TBD 0 0 0 0 0 0 0 0
TOTALS 4 108 4 108 2 81 -2 -27
Initial Report on CDCR’s Progress Implementing the Blueprint Page 124
Office of the Inspector General State of California
APPENDIX C: PROGRAMMING PLANS
FOLSOM STATE PRISON (FSP)
FSP is designated as a Standard Program Site.
Programs at this institution are to include Academic Education and Career Technical Education. The tables below illustrate the planned
and actual staffing and student capacities by program area:
Initial Blueprint Final Blueprint Actuals Differences
FY 12-13 (Version 1) FY 12-13 (Version 5) Dec 2012 - Jan 2013 (Actuals - Final)
Proposed Budgeted Proposed Budgeted Actual
Actual Staff
Academic Education Staff Capacity Staff Capacity Student Differences Differences
(Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
General Population 13 702 10 504 9 450 -1 -54
Alternative Programming 0 0 0 0 0 0 0 0
Voluntary Educ. Program 1 120 6 720 6 720 0 0
TOTALS 14 822 16 1224 15 1170 -1 -54
Proposed Budgeted Proposed Budgeted Actual
Career Technical Actual Staff
Staff Capacity Staff Capacity Student Differences Differences
Education (Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
Auto Mechanics 1 27 1 27 1 27 0 0
Auto Repair 0 0 0 0 0 0 0 0
Building Maintenance 1 27 1 27 1 27 0 0
Carpentry 0 0 1 27 1 27 0 0
Computer Literacy 0 0 0 0 0 0 0 0
Cosmetology 0 0 0 0 0 0 0 0
Electric Work 1 27 1 27 1 27 0 0
Electronics 1 27 1 27 1 27 0 0
HVAC 0 0 0 0 0 0 0 0
Machine Shop 0 0 0 0 0 0 0 0
Masonry 1 27 1 27 1 27 0 0
Office Technologies 2 54 2 54 2 54 0 0
Plumbing 1 27 1 27 0 0 -1 -27
Sheet Metal 0 0 0 0 0 0 0 0
Small Engine Repair 0 0 0 0 0 0 0 0
Welding 2 54 2 54 2 54 0 0
TBD 0 0 0 0 0 0 0 0
TOTALS 10 270 11 297 10 270 -1 -27
Initial Report on CDCR’s Progress Implementing the Blueprint Page 125
Office of the Inspector General State of California
APPENDIX C: PROGRAMMING PLANS
FOLSOM WOMEN'S FACILITY (FWF)
FWF is designated as a Re-Entry Hub.
Programs at this institution are to include Academic Education, Career Technical Education, Substance Abuse Treatment, Cognitive-
Behavioral Programs (including criminal thinking, anger management, and family programming), Employment Training, and a cognitive
behavioral based program for life-term inmates. The tables below illustrate the planned and actual staffing and student capacities by
program area:
Initial Blueprint Final Blueprint Actuals Differences
FY 12-13 (Version 1) FY 12-13 (Version 5) Dec 2012 - Jan 2013 (Actuals - Final)
Proposed Budgeted Proposed Budgeted Actual
Actual Staff
Academic Education Staff Capacity Staff Capacity Student Differences Differences
(Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
General Population 0 0 0 0 0 0 0 0
Alternative Programming 0 0 0 0 0 0 0 0
Voluntary Educ. Program 1 120 1 120 0 0 -1 -120
TOTALS 1 120 1 120 0 0 -1 -120
Proposed Budgeted Proposed Budgeted Actual
Career Technical Actual Staff
Staff Capacity Staff Capacity Student Differences Differences
Education (Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
Auto Mechanics 0 0 0 0 0 0 0 0
Auto Repair 0 0 0 0 0 0 0 0
Building Maintenance 0 0 0 0 0 0 0 0
Carpentry 0 0 0 0 0 0 0 0
Computer Literacy 0 0 0 0 0 0 0 0
Cosmetology 0 0 0 0 0 0 0 0
Electric Work 0 0 0 0 0 0 0 0
Electronics 0 0 0 0 0 0 0 0
HVAC 0 0 0 0 0 0 0 0
Machine Shop 0 0 0 0 0 0 0 0
Masonry 0 0 0 0 0 0 0 0
Office Technologies 0 0 0 0 0 0 0 0
Plumbing 0 0 0 0 0 0 0 0
Sheet Metal 0 0 0 0 0 0 0 0
Small Engine Repair 0 0 0 0 0 0 0 0
Welding 0 0 0 0 0 0 0 0
TBD 0 0 0 0 0 0 0 0
TOTALS 0 0 0 0 0 0 0 0
Student Student Student Student Annual
Contract Treatment Capacity Capacity Capacity Capacity Actual Student
Students in Differences Differences
Programs (/Program) (Annual) (/Program) (Annual) Capacity
Program
(Version 1) (Version 1) (Version 5) (Version 5) (Projected)
Substance Abuse 0 0 0 0 0 0 0 0
Cognitive-Behavioral (None - commences 2013/14)
Lifer Program (None - commences 2013/14)
TOTALS 0 0 0 0 0 0 0 0
Program Annual Program Annual Inmates Annual
Employment Programs Slots Served Slots Served Served Served Differences Differences
(Version 1) (Version 1) (Version 5) (Version 5) (Actual) (Projected)
Transitions Program 0 0 0 0 0 0 0 0
Identification (ID) Project 0 0 0 0 0 0 0 0
TOTALS 0 0 0 0 0 0 0 0
Initial Report on CDCR’s Progress Implementing the Blueprint Page 126
Office of the Inspector General State of California
APPENDIX C: PROGRAMMING PLANS
HIGH DESERT STATE PRISON (HDSP)
HDSP is designated as a Standard Program Site.
Programs at this institution are to include Academic Education and Career Technical Education. The tables below illustrate the planned and
actual staffing and student capacities by program area:
Initial Blueprint Final Blueprint Actuals Differences
FY 12-13 (Version 1) FY 12-13 (Version 5) Dec 2012 - Jan 2013 (Actuals - Final)
Proposed Budgeted Proposed Budgeted Actual
Actual Staff
Academic Education Staff Capacity Staff Capacity Student Differences Differences
(Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
General Population 7 378 8 432 8 432 0 0
Alternative Programming 1 108 1 84 1 54 0 -30
Voluntary Educ. Program 2 240 3 360 3 360 0 0
TOTALS 10 726 12 876 12 846 0 -30
Proposed Budgeted Proposed Budgeted Actual
Career Technical Actual Staff
Staff Capacity Staff Capacity Student Differences Differences
Education (Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
Auto Mechanics 0 0 0 0 0 0 0 0
Auto Repair 1 27 1 27 1 27 0 0
Building Maintenance 1 27 1 27 1 27 0 0
Carpentry 0 0 0 0 0 0 0 0
Computer Literacy 1 27 1 27 1 54 0 27
Cosmetology 0 0 0 0 0 0 0 0
Electric Work 0 0 0 0 0 0 0 0
Electronics 0 0 0 0 0 0 0 0
HVAC 0 0 0 0 0 0 0 0
Machine Shop 0 0 0 0 0 0 0 0
Masonry 0 0 0 0 0 0 0 0
Office Technologies 0 0 0 0 0 0 0 0
Plumbing 1 27 0 0 0 0 0 0
Sheet Metal 0 0 0 0 0 0 0 0
Small Engine Repair 0 0 0 0 0 0 0 0
Welding 0 0 0 0 0 0 0 0
TBD 0 0 0 0 0 0 0
TOTALS 4 108 3 81 3 108 0 27
Initial Report on CDCR’s Progress Implementing the Blueprint Page 127
Office of the Inspector General State of California
APPENDIX C: PROGRAMMING PLANS
IRONWOOD STATE PRISON (ISP)
ISP was designated as a Re-Entry Hub on 12/4/12 although it was originally designated as a Standard Program Site.
Programs at this institution are to include Academic Education, Career Technical Education, Substance Abuse Treatment, Cognitive-
Behavioral Programs (including criminal thinking, anger management, and family programming), Employment Training, and a cognitive
behavioral based program for life-term inmates. The tables below illustrate the planned and actual staffing and student capacities by
program area (programs have been minimally updated since the change in designation):
Initial Blueprint Final Blueprint Actuals Differences
FY 12-13 (Version 1) FY 12-13 (Version 5) Dec 2012 - Jan 2013 (Actuals - Final)
Proposed Budgeted Proposed Budgeted Actual
Actual Staff
Academic Education Staff Capacity Staff Capacity Student Differences Differences
(Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
General Population 10 540 8 432 7 378 -1 -54
Alternative Programming 0 0 0 0 0 0 0 0
Voluntary Educ. Program 8 960 9 1080 4 480 -5 -600
TOTALS 18 1500 17 1512 11 858 -6 -654
Proposed Budgeted Proposed Budgeted Actual
Career Technical Actual Staff
Staff Capacity Staff Capacity Student Differences Differences
Education (Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
Auto Mechanics 1 27 1 27 1 27 0 0
Auto Repair 1 27 1 27 1 27 0 0
Building Maintenance 1 27 1 27 1 27 0 0
Carpentry 1 27 1 27 1 27 0 0
Computer Literacy 0 0 0 0 0 0 0 0
Cosmetology 0 0 0 0 0 0 0 0
Electric Work 0 0 0 0 0 0 0 0
Electronics 1 27 1 27 1 27 0 0
HVAC 0 0 0 0 0 0 0 0
Machine Shop 0 0 0 0 0 0 0 0
Masonry 1 27 0 0 1 27 1 27
Office Technologies 2 54 2 54 2 54 0 0
Plumbing 1 27 1 27 0 0 -1 -27
Sheet Metal 0 0 0 0 0 0 0 0
Small Engine Repair 0 0 0 0 0 0 0 0
Welding 0 0 0 0 0 0 0 0
TBD 0 0 0 0 0 0 0 0
TOTALS 9 243 8 216 8 216 0 0
Student Student Student Student Annual
Contract Treatment Capacity Capacity Capacity Capacity Actual Student
Students in Differences Differences
Programs (/Program) (Annual) (/Program) (Annual) Capacity
Program
(Version 1) (Version 1) (Version 5) (Version 5) (Projected)
Substance Abuse 0 0 0 0 0 0 0 0
TOTALS 0 0 0 0 0 0 0 0
Ironwood State Prison (ISP) was added to the list of proposed Reentry Hub sites on 12/4/12.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 128
Office of the Inspector General State of California
APPENDIX C: PROGRAMMING PLANS
KERN VALLEY STATE PRISON (KVSP)
KVSP is designated as a Standard Program Site.
Programs at this institution are to include Academic Education and Career Technical Education. The tables below illustrate the planned
and actual staffing and student capacities by program area:
Initial Blueprint Final Blueprint Actuals Differences
FY 12-13 (Version 1) FY 12-13 (Version 5) Dec 2012 - Jan 2013 (Actuals - Final)
Proposed Budgeted Proposed Budgeted Actual
Actual Staff
Academic Education Staff Capacity Staff Capacity Student Differences Differences
(Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
General Population 14 756 14 756 13 702 -1 -54
Alternative Programming 0 0 0 0 0 0 0 0
Voluntary Educ. Program 4 480 4 480 4 480 0 0
TOTALS 18 1236 18 1236 17 1182 -1 -54
Proposed Budgeted Proposed Budgeted Actual
Career Technical Actual Staff
Staff Capacity Staff Capacity Student Differences Differences
Education (Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
Auto Mechanics 1 27 1 27 1 27 0 0
Auto Repair 0 0 0 0 0 0 0 0
Building Maintenance 0 0 0 0 0 0 0 0
Carpentry 0 0 0 0 0 0 0 0
Computer Literacy 0 0 0 0 0 0 0 0
Cosmetology 0 0 0 0 0 0 0 0
Electric Work 0 0 0 0 0 0 0 0
Electronics 0 0 0 0 0 0 0 0
HVAC 0 0 0 0 0 0 0 0
Machine Shop 0 0 0 0 0 0 0 0
Masonry 0 0 0 0 0 0 0 0
Office Technologies 2 54 2 54 2 54 0 0
Plumbing 0 0 0 0 0 0 0 0
Sheet Metal 0 0 0 0 0 0 0 0
Small Engine Repair 1 27 1 27 1 27 0 0
Welding 1 27 1 27 1 27 0 0
TBD 0 0 0 0 0 0 0 0
TOTALS 5 135 5 135 5 135 0 0
Initial Report on CDCR’s Progress Implementing the Blueprint Page 129
Office of the Inspector General State of California
APPENDIX C: PROGRAMMING PLANS
MULE CREEK STATE PRISON (MCSP)
MCSP is designated as a Standard Program Site.
Programs at this institution are to include Academic Education and Career Technical Education. The tables below illustrate the planned
and actual staffing and student capacities by program area:
Initial Blueprint Final Blueprint Actuals Differences
FY 12-13 (Version 1) FY 12-13 (Version 5) Dec 2012 - Jan 2013 (Actuals - Final)
Proposed Budgeted Proposed Budgeted Actual
Actual Staff
Academic Education Staff Capacity Staff Capacity Student Differences Differences
(Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
General Population 8 432 8 432 8 432 0 0
Alternative Programming 0 0 0 0 0 0 0 0
Voluntary Educ. Program 4 480 3 360 4 480 1 120
TOTALS 12 912 11 792 12 912 1 120
Proposed Budgeted Proposed Budgeted Actual
Career Technical Actual Staff
Staff Capacity Staff Capacity Student Differences Differences
Education (Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
Auto Mechanics 1 27 1 27 0 0 -1 -27
Auto Repair 0 0 0 0 0 0 0 0
Building Maintenance 0 0 0 0 0 0 0 0
Carpentry 0 0 0 0 0 0 0 0
Computer Literacy 0 0 0 0 0 0 0 0
Cosmetology 0 0 0 0 0 0 0 0
Electric Work 0 0 0 0 0 0 0 0
Electronics 2 54 2 54 1 27 -1 -27
HVAC 1 27 1 27 1 27 0 0
Machine Shop 0 0 0 0 0 0 0 0
Masonry 0 0 0 0 0 0 0 0
Office Technologies 1 27 1 27 1 27 0 0
Plumbing 0 0 0 0 0 0 0 0
Sheet Metal 0 0 0 0 0 0 0 0
Small Engine Repair 0 0 0 0 0 0 0 0
Welding 1 27 1 27 1 27 0 0
TBD 0 0 0 0 0 0 0 0
TOTALS 6 162 6 162 4 108 -2 -54
Initial Report on CDCR’s Progress Implementing the Blueprint Page 130
Office of the Inspector General State of California
APPENDIX C: PROGRAMMING PLANS
NORTH KERN STATE PRISON (NKSP)
NKSP is designated as a Standard Program Site.
Programs at this institution are to include Academic Education and Career Technical Education. The tables below illustrate the planned
and actual staffing and student capacities by program area:
Initial Blueprint Final Blueprint Actuals Differences
FY 12-13 (Version 1) FY 12-13 (Version 5) Dec 2012 - Jan 2013 (Actuals - Final)
Proposed Budgeted Proposed Budgeted Actual
Actual Staff
Academic Education Staff Capacity Staff Capacity Student Differences Differences
(Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
General Population 2 108 3 162 3 162 0 0
Alternative Programming 0 0 0 0 0 0 0 0
Voluntary Educ. Program 5 600 3 360 3 360 0 0
TOTALS 7 708 6 522 6 522 0 0
Proposed Budgeted Proposed Budgeted Actual
Career Technical Actual Staff
Staff Capacity Staff Capacity Student Differences Differences
Education (Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
Auto Mechanics 0 0 0 0 0 0 0 0
Auto Repair 0 0 0 0 0 0 0 0
Building Maintenance 0 0 0 0 0 0 0 0
Carpentry 0 0 0 0 0 0 0 0
Computer Literacy 1 27 0 0 0 0 0 0
Cosmetology 0 0 0 0 0 0 0 0
Electric Work 0 0 0 0 0 0 0 0
Electronics 1 27 1 27 1 27 0 0
HVAC 0 0 0 0 0 0 0 0
Machine Shop 0 0 0 0 0 0 0 0
Masonry 0 0 0 0 0 0 0 0
Office Technologies 0 0 0 0 0 0 0 0
Plumbing 0 0 0 0 0 0 0 0
Sheet Metal 0 0 0 0 0 0 0 0
Small Engine Repair 1 27 1 27 1 27 0 0
Welding 0 0 0 0 0 0 0 0
TBD 0 0 0 0 0 0 0 0
TOTALS 3 81 2 54 2 54 0 0
Initial Report on CDCR’s Progress Implementing the Blueprint Page 131
Office of the Inspector General State of California
APPENDIX C: PROGRAMMING PLANS
PELICAN BAY STATE PRISON (PBSP)
PBSP is designated as a Standard Program Site.
Programs at this institution are to include Academic Education and Career Technical Education. The tables below illustrate the planned
and actual staffing and student capacities by program area:
Initial Blueprint Final Blueprint Actuals Differences
FY 12-13 (Version 1) FY 12-13 (Version 5) Dec 2012 - Jan 2013 (Actuals - Final)
Proposed Budgeted Proposed Budgeted Actual
Actual Staff
Academic Education Staff Capacity Staff Capacity Student Differences Differences
(Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
General Population 0 0 0 0 0 0 0 0
Alternative Programming 5 540 4 216 4 216 0 0
Voluntary Educ. Program 3 360 4 480 3 360 -1 -120
TOTALS 8 900 8 696 7 576 -1 -120
Proposed Budgeted Proposed Budgeted Actual
Career Technical Actual Staff
Staff Capacity Staff Capacity Student Differences Differences
Education (Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
Auto Mechanics 0 0 0 0 0 0 0 0
Auto Repair 0 0 0 0 0 0 0 0
Building Maintenance 0 0 0 0 0 0 0 0
Carpentry 0 0 0 0 0 0 0 0
Computer Literacy 1 27 1 27 0 0 -1 -27
Cosmetology 0 0 0 0 0 0 0 0
Electric Work 0 0 0 0 0 0 0 0
Electronics 0 0 0 0 0 0 0 0
HVAC 0 0 0 0 0 0 0 0
Machine Shop 0 0 0 0 0 0 0 0
Masonry 0 0 0 0 0 0 0 0
Office Technologies 0 0 0 0 0 0 0 0
Plumbing 0 0 0 0 0 0 0 0
Sheet Metal 0 0 0 0 0 0 0 0
Small Engine Repair 0 0 0 0 0 0 0 0
Welding 0 0 0 0 0 0 0 0
TBD 0 0 0 0 0 0 0 0
TOTALS 1 27 1 27 0 0 -1 -27
Initial Report on CDCR’s Progress Implementing the Blueprint Page 132
Office of the Inspector General State of California
APPENDIX C: PROGRAMMING PLANS
PLEASANT VALLEY STATE PRISON (PVSP)
PVSP is designated as a Standard Program Site.
Programs at this institution are to include Academic Education and Career Technical Education. The tables below illustrate the planned
and actual staffing and student capacities by program area:
Initial Blueprint Final Blueprint Actuals Differences
FY 12-13 (Version 1) FY 12-13 (Version 5) Dec 2012 - Jan 2013 (Actuals - Final)
Proposed Budgeted Proposed Budgeted Actual
Actual Staff
Academic Education Staff Capacity Staff Capacity Student Differences Differences
(Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
General Population 14 756 14 756 12 648 -2 -108
Alternative Programming 0 0 0 0 0 0 0 0
Voluntary Educ. Program 4 480 4 480 4 480 0 0
TOTALS 18 1236 18 1236 16 1128 -2 -108
Proposed Budgeted Proposed Budgeted Actual
Career Technical Actual Staff
Staff Capacity Staff Capacity Student Differences Differences
Education (Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
Auto Mechanics 1 27 1 27 1 27 0 0
Auto Repair 1 27 1 27 1 27 0 0
Building Maintenance 1 27 1 27 1 27 0 0
Carpentry 1 27 1 27 1 27 0 0
Computer Literacy 0 0 0 0 0 0 0 0
Cosmetology 0 0 0 0 0 0 0 0
Electric Work 1 27 1 27 0 0 -1 -27
Electronics 1 27 1 27 1 27 0 0
HVAC 0 0 0 0 0 0 0 0
Machine Shop 0 0 0 0 0 0 0 0
Masonry 1 27 0 0 0 0 0 0
Office Technologies 1 27 1 27 1 27 0 0
Plumbing 0 0 0 0 0 0 0 0
Sheet Metal 0 0 0 0 0 0 0 0
Small Engine Repair 1 27 1 27 0 0 -1 -27
Welding 1 27 1 27 1 27 0 0
TBD 0 0 0 0 0 0 0 0
TOTALS 10 270 9 243 7 189 -2 -54
Initial Report on CDCR’s Progress Implementing the Blueprint Page 133
Office of the Inspector General State of California
APPENDIX C: PROGRAMMING PLANS
RICHARD J. DONOVAN CORRECTIONAL FACILITY (RJD)
RJD is designated as a Standard Program Site.
Programs at this institution are to include Academic Education and Career Technical Education. The tables below illustrate the planned
and actual staffing and student capacities by program area:
Initial Blueprint Final Blueprint Actuals Differences
FY 12-13 (Version 1) FY 12-13 (Version 5) Dec 2012 - Jan 2013 (Actuals - Final)
Proposed Budgeted Proposed Budgeted Actual
Actual Staff
Academic Education Staff Capacity Staff Capacity Student Differences Differences
(Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
General Population 4 216 3 162 3 162 0 0
Alternative Programming 2 216 2 108 1 54 -1 -54
Voluntary Educ. Program 9 1080 9 1080 7 840 -2 -240
TOTALS 15 1512 14 1350 11 1056 -3 -294
Proposed Budgeted Proposed Budgeted Actual
Career Technical Actual Staff
Staff Capacity Staff Capacity Student Differences Differences
Education (Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
Auto Mechanics 0 0 0 0 0 0 0 0
Auto Repair 0 0 0 0 0 0 0 0
Building Maintenance 0 0 0 0 0 0 0 0
Carpentry 1 27 1 27 0 0 -1 -27
Computer Literacy 1 27 1 27 0 0 -1 -27
Cosmetology 0 0 0 0 0 0 0 0
Electric Work 0 0 0 0 0 0 0 0
Electronics 1 27 1 27 0 0 -1 -27
HVAC 1 27 1 27 0 0 -1 -27
Machine Shop 1 27 1 27 1 27 0 0
Masonry 0 0 0 0 0 0 0 0
Office Technologies 0 0 0 0 0 0 0 0
Plumbing 0 0 0 0 0 0 0 0
Sheet Metal 0 0 0 0 0 0 0 0
Small Engine Repair 0 0 0 0 0 0 0 0
Welding 1 27 1 27 1 27 0 0
TBD 0 0 0 0 0 0 0 0
TOTALS 6 162 6 162 2 54 -4 -108
Initial Report on CDCR’s Progress Implementing the Blueprint Page 134
Office of the Inspector General State of California
APPENDIX C: PROGRAMMING PLANS
SALINAS VALLEY STATE PRISON (SVSP)
SVSP is designated as a Standard Program Site.
Programs at this institution are to include Academic Education and Career Technical Education. The tables below illustrate the planned
and actual staffing and student capacities by program area:
Initial Final Actuals Differences
BFlYu e1p2-r1in3t (Version 1) BFlYu e1p2-r1in3t (Version 5) Dec 2012 - Jan 2013 (Actuals - Final)
Proposed Budgeted Proposed Budgeted Actual
Actual Staff
Academic Education Staff Capacity Staff Capacity Student Differences Differences
(Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
General Population 6 324 6 324 6 324 0 0
Alternative Programming 0 0 0 0 0 0 0 0
Voluntary Educ. Program 5 600 5 600 5 600 0 0
TOTALS 11 924 11 924 11 924 0 0
Proposed Budgeted Proposed Budgeted Actual
Career Technical Actual Staff
Staff Capacity Staff Capacity Student Differences Differences
Education (Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
Auto Mechanics 0 0 0 0 0 0 0 0
Auto Repair 0 0 0 0 0 0 0 0
Building Maintenance 0 0 0 0 0 0 0 0
Carpentry 0 0 0 0 0 0 0 0
Computer Literacy 1 27 1 27 0 0 -1 -27
Cosmetology 0 0 0 0 0 0 0 0
Electric Work 0 0 0 0 0 0 0 0
Electronics 0 0 0 0 0 0 0 0
HVAC 0 0 0 0 0 0 0 0
Machine Shop 0 0 0 0 0 0 0 0
Masonry 0 0 0 0 0 0 0 0
Office Technologies 0 0 0 0 0 0 0 0
Plumbing 0 0 0 0 0 0 0 0
Sheet Metal 0 0 0 0 0 0 0 0
Small Engine Repair 0 0 0 0 0 0 0 0
Welding 0 0 0 0 0 0 0 0
TBD 0 0 0 0 0 0 0 0
TOTALS 1 27 1 27 0 0 -1 -27
Initial Report on CDCR’s Progress Implementing the Blueprint Page 135
Office of the Inspector General State of California
APPENDIX C: PROGRAMMING PLANS
SIERRA CONSERVATION CENTER (SCC)
SCC is designated as a Standard Program Site.
Programs at this institution are to include Academic Education and Career Technical Education. The tables below illustrate the planned
and actual staffing and student capacities by program area:
Initial Blueprint Final Blueprint Actuals Differences
FY 12-13 (Version 1) FY 12-13 (Version 5) Dec 2012 - Jan 2013 (Actuals - Final)
Proposed Budgeted Proposed Budgeted Actual
Actual Staff
Academic Education Staff Capacity Staff Capacity Student Differences Differences
(Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
General Population 11 594 11 471 10 444 -1 -27
Alternative Programming 0 0 0 0 0 0 0 0
Voluntary Educ. Program 3 360 3 360 2 240 -1 -120
TOTALS 14 954 14 831 12 684 -2 -147
Proposed Budgeted Proposed Budgeted Actual
Career Technical Actual Staff
Staff Capacity Staff Capacity Student Differences Differences
Education (Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
Auto Mechanics 1 27 1 27 1 27 0 0
Auto Repair 1 27 1 27 1 27 0 0
Building Maintenance 1 27 1 27 0 0 -1 -27
Carpentry 1 27 1 27 1 27 0 0
Computer Literacy 0 0 0 0 0 0 0 0
Cosmetology 0 0 0 0 0 0 0 0
Electric Work 0 0 0 0 0 0 0 0
Electronics 1 27 1 27 1 27 0 0
HVAC 0 0 0 0 0 0 0 0
Machine Shop 0 0 0 0 0 0 0 0
Masonry 1 27 1 27 1 27 0 0
Office Technologies 1 27 1 27 1 27 0 0
Plumbing 0 0 0 0 0 0 0 0
Sheet Metal 0 0 0 0 0 0 0 0
Small Engine Repair 0 0 0 0 0 0 0 0
Welding 1 27 1 27 1 27 0 0
TBD 0 0 0 0 0 0 0 0
TOTALS 8 216 8 216 7 189 -1 -27
Initial Report on CDCR’s Progress Implementing the Blueprint Page 136
Office of the Inspector General State of California
APPENDIX C: PROGRAMMING PLANS
VALLEY STATE PRISON (VSP)
VSP is designated as a Re-Entry Hub.
Programs at this institution are to include Academic Education, Career Technical Education, Substance Abuse Treatment, Cognitive-
Behavioral Programs (including criminal thinking, anger management, and family programming), Employment Training, and a cognitive
behavioral based program for life-term inmates. The tables below illustrate the planned and actual staffing and student capacities by
program area:
Initial Blueprint * Final Blueprint Actuals Differences
FY 12-13 (Version 1) FY 12-13 (Version 5) Dec 2012 - Jan 2013 (Actuals - Final)
Proposed Budgeted Proposed Budgeted Actual
Actual Staff
Academic Education Staff Capacity Staff Capacity Student Differences Differences
(Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
General Population 10 540 9 486 9 486 0 0
Alternative Programming 0 0 0 0 0 0 0 0
Voluntary Educ. Program 4 480 5 600 5 600 0 0
TOTALS 14 1020 14 1086 14 1086 0 0
Proposed Budgeted Proposed Budgeted Actual
Career Technical Actual Staff
Staff Capacity Staff Capacity Student Differences Differences
Education (Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
Auto Mechanics 1 27 1 27 0 0 -1 -27
Auto Repair 0 0 0 0 0 0 0 0
Building Maintenance 0 0 0 0 0 0 0 0
Carpentry 1 27 0 0 0 0 0 0
Computer Literacy 1 27 1 27 0 0 -1 -27
Cosmetology 0 0 1 27 1 27 0 0
Electric Work 0 0 0 0 0 0 0 0
Electronics 1 27 1 27 1 27 0 0
HVAC 0 0 0 0 0 0 0 0
Machine Shop 0 0 0 0 0 0 0 0
Masonry 0 0 0 0 0 0 0 0
Office Technologies 1 27 1 27 1 27 0 0
Plumbing 0 0 0 0 0 0 0 0
Sheet Metal 0 0 0 0 0 0 0 0
Small Engine Repair 0 0 1 27 0 0 -1 -27
Welding 1 27 1 27 1 27 0 0
TBD 0 0 0 0 0 0 0 0
TOTALS 6 162 7 189 4 108 -3 -81
Student Student Student Student Annual
Contract Treatment Capacity Capacity Capacity Capacity Actual Student
Students in Differences Differences
Programs (/Program) (Annual) (/Program) (Annual) Capacity
Program
(Version 1) (Version 1) (Version 5) (Version 5) (Projected)
Substance Abuse 140 336 0 0 0 0 0 0
Cognitive-Behavioral (None - commences 2013/14)
Lifer Program (None - commences 2013/14)
TOTALS 140 336 0 0 0 0 0 0
Program Annual Program Annual Inmates Annual
Employment Programs Slots Served Slots Served Served Served Differences Differences
(Version 1) (Version 1) (Version 5) (Version 5) (Actual) (Projected)
Transitions Program 20 228 20 228 0 0 -20 -228
Identification (ID) Project 0 405 0 405 0 0 0 -405
TOTALS 20 633 20 633 0 0 -20 -633
* The contract for the substance abuse treatment was to provide a gender responsive program for women; therefore, the slots could
not be used when VSP converted to a male prison. The program was transferred to neighboring CCWF and a new contract for male
inmates is in the works for FY 2013/14.
Initial Report on CDCR’s Progress Implementing the Blueprint Page 137
Office of the Inspector General State of California
APPENDIX C: PROGRAMMING PLANS
WASCO STATE PRISON (WSP)
WSP is designated as a Standard Program Site.
Programs at this institution are to include Academic Education and Career Technical Education. The tables below illustrate the planned
and actual staffing and student capacities by program area:
Initial Blueprint Final Blueprint Actuals Differences
FY 12-13 (Version 1) FY 12-13 (Version 5) Dec 2012 - Jan 2013 (Actuals - Final)
Proposed Budgeted Proposed Budgeted Actual
Actual Staff
Academic Education Staff Capacity Staff Capacity Student Differences Differences
(Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
General Population 0 0 0 0 0 0 0 0
Alternative Programming 0 0 0 0 0 0 0 0
Voluntary Educ. Program 4 480 4 480 4 480 0 0
TOTALS 4 480 4 480 4 480 0 0
Proposed Budgeted Proposed Budgeted Actual
Career Technical Actual Staff
Staff Capacity Staff Capacity Student Differences Differences
Education (Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
Auto Mechanics 0 0 0 0 0 0 0 0
Auto Repair 0 0 0 0 0 0 0 0
Building Maintenance 0 0 0 0 0 0 0 0
Carpentry 0 0 0 0 0 0 0 0
Computer Literacy 1 27 0 0 0 0 0 0
Cosmetology 0 0 0 0 0 0 0 0
Electric Work 0 0 0 0 0 0 0 0
Electronics 0 0 1 27 1 27 0 0
HVAC 0 0 0 0 0 0 0 0
Machine Shop 0 0 0 0 0 0 0 0
Masonry 0 0 0 0 0 0 0 0
Office Technologies 1 27 1 27 1 27 0 0
Plumbing 0 0 0 0 0 0 0 0
Sheet Metal 0 0 0 0 0 0 0 0
Small Engine Repair 0 0 0 0 0 0 0 0
Welding 0 0 0 0 0 0 0 0
TBD 0 0 0 0 0 0 0 0
TOTALS 2 54 2 54 2 54 0 0
Initial Report on CDCR’s Progress Implementing the Blueprint Page 138
Office of the Inspector General State of California
APPENDIX C: PROGRAMMING PLANS
CALIFORNIA HEALTH CARE FACILITY (CHCF)
CHCF is designated as a Standard Program Site.
Programs at this institution are to include Academic Education and Career Technical Education. The tables below illustrate the planned
and actual staffing and student capacities by program area:
Initial Blueprint Final Blueprint Actuals Differences
FY 12-13 (Version 1) FY 12-13 (Version 5) Dec 2012 - Jan 2013 (Actuals - Final)
Proposed Budgeted Proposed Budgeted Actual
Actual Staff
Academic Education Staff Capacity Staff Capacity Student Differences Differences
(Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
General Population 2 108 2 108 0 0 -2 -108
Alternative Programming 0 0 0 0 0 0 0 0
Voluntary Educ. Program 1 120 1 120 0 0 -1 -120
TOTALS 3 228 3 228 0 0 -3 -228
Proposed Budgeted Proposed Budgeted Actual
Career Technical Actual Staff
Staff Capacity Staff Capacity Student Differences Differences
Education (Programs)
(Version 1) (Version 1) (Version 5) (Version 5) Capacity
Auto Mechanics 0 0 0 0 0 0 0 0
Auto Repair 0 0 0 0 0 0 0 0
Building Maintenance 0 0 0 0 0 0 0 0
Carpentry 0 0 0 0 0 0 0 0
Computer Literacy 0 0 0 0 0 0 0 0
Cosmetology 0 0 0 0 0 0 0 0
Electric Work 0 0 0 0 0 0 0 0
Electronics 0 0 0 0 0 0 0 0
HVAC 0 0 0 0 0 0 0 0
Machine Shop 0 0 0 0 0 0 0 0
Masonry 0 0 0 0 0 0 0 0
Office Technologies 0 0 0 0 0 0 0 0
Plumbing 0 0 0 0 0 0 0 0
Sheet Metal 0 0 0 0 0 0 0 0
Small Engine Repair 0 0 0 0 0 0 0 0
Welding 0 0 0 0 0 0 0 0
TBD 0 0 0 0 0 0 0 0
TOTALS 0 0 0 0 0 0 0 0
Initial Report on CDCR’s Progress Implementing the Blueprint Page 139
Office of the Inspector General State of California
2013 Blueprint
Monitoring Report
OFFICE OF THE INSPECTOR GENERAL
Robert A. Barton
INSPECTOR GENERAL
Roy W. Wesley
CHIEF DEPUTY INSPECTOR GENERAL
STATE OF CALIFORNIA
April 2013
Initial Report on CDCR’s Progress Implementing the Blueprint Page 140
Office of the Inspector General State of California