I recently attended a National Institute of Corrections meeting to formulate a Keystone Group for a concept called the Norval Morris project. The project was created not only to honor the late Norval Morris but to also provide vision for the future of corrections in a manner consistent with Mr. Morris. You will be hearing much more on this project as it will become a national topic of interest as the vision that will be created and the supporting goals and action steps are publicized.
Mr. Morris was the Dean of the University of Chicago Law School. He published 15 books and was considered an international expert on criminal justice as he had worked in Sri Lanka, Australia, England and consulted in many other venues.
He was certainly as they say, “a man before his time,” and to give you an example of this I have provided the following excerpt from one of his writings.
“The Politics of Imprisonment - A major impediment to reducing the use of imprisonment in the United States, and to bring its imposition into accord with that of other developed countries, lies in its having become, over the last two decades, the plaything of politics. Being ‘tough on crime’ has become a necessary precondition of election to political office and of the retention of incumbency.
Efforts at social reform in the early 1960’s have been unjustly maligned, and the public has been misled by a series of political platforms that make unreal promises of effective crime reduction by means of increased severity of punishment, by capital punishment, by the lengthening of prison terms, and by false assurances that condign incarcerative punishment will be imposed on all criminals…
I am far more skilled at retrospection than prediction; lacking a safety net, I shall not hazard a guess as to when our political masters will acknowledge that vote gathering by these mendacious means is a sin against the future…it is political irresponsibility that has generated the cancerous growth of imprisonment. The one potential break in this depressing pattern is at the state level, where an increasing number of governors and legislators face daunting financial dilemmas. Prisons are built but cannot be opened for lack of funds to run them. Educational budgets are cut to find dollars for prisons. Perhaps the choice between schools and prisons will force a break in the political rhetoric favoring incarceration.” (Morris, N., (1995) “The Contemporary Prison” in N. Morris and D. Rothman (Eds.) The Oxford History of the Prison, Oxford University Press, Oxford).
This brief quote is timely as we will soon be presenting our FY 2010 budget which includes another projected net growth of offenders, costs associated with an aging population, increased energy costs, higher staffing levels, pay raises, and all the other necessities required to run a constitutional sound, efficient and effective system.
AUGUST 14, 2008
The Correctional Training Academy in Wilburton hosted a graduation ceremony on August 14, 2008, for Correctional Officer Cadet Class W070708. The 53 cadets in this class successfully completed the required 240 hours of pre-service instruction. Eighteen different facilities ranging in security level from maximum security to community security had students in W070708.
The staff of the Correctional Training Academy in Wilburton would like to commend the Class of W070708 on a job well done and wish them the best of luck in their careers with the Department of Corrections.
Joseph Harp Correctional Center
Oklahoma State Reformatory
Oklahoma State Reformatory
Howard McLeod Correctional Center
James Crabtree Correctional Center
Bill Johnson Correctional Center
by Dr. Linda Evans
The Habilitation Center Program (HCP) at JHCC is a beehive of activity these days. Offenders are making handmade patchwork quilts and crocheting hats and scarves for the City Rescue Mission in Oklahoma City. What a big change this is for these men. Previous to incarceration, many of these same individuals lived at various homeless shelters in their respective communities. Now they are reaching out and helping others in need.
The HCP was founded in 1995. This program addresses the special needs of developmentally delayed offenders who have been sentenced to the Oklahoma Department of Corrections. Most of the developmentally delayed offenders in this program also have co-occurring mental health disorders. Currently there are 67 offenders enrolled in the program as participants and three who are non-program participants i.e., they meet some but not all of the requirements for admission to the program.
Programs at HCP are customized to meet the special needs of these men. Most of the programs address their criminal behavior, such as substance abuse or pro-social decision making, or are designed to improve their academic skills. However, considerable time is also spent in helping them and/or improving their vocational competence. In the world outside of prison, many of these men would be participants in a “sheltered workshop” setting. In a sheltered workshop, developmentally delayed individuals work with job coaches and occupational therapists. They report to work each day and work a limited number of hours. Not only is the sheltered workshop a job; it is a vehicle for increasing self esteem and a sense of accomplishment.
While incarcerated, developmentally delayed individuals may have difficulty finding employment through one of the more traditional prison job assignments. The HCP and unit staff are often hard pressed to find them jobs they have the skills to do. At times, their jobs often appear to be “made-up” work. It was out of this need to develop vocational skills that the present program to help the homeless was born.
During the summer of 2007, Dr. Mark Englander, HCP Director, saw a story on television concerning the City Rescue Mission in Oklahoma City. He visited the mission and talked with staff. They indicated there was always a shortage of blankets and cold weather gear was always in demand. Dr. Englander came up with the great idea that HCP offenders could make blankets and crochet hats and scarves. He ran the idea by Paul Daugherty, HCP Recreational Therapist, and they discussed how they could proceed using the building resources HCP currently has. Now that a project had been decided on, HCP staff had to decide how to obtain materials needed without spending the money! Always a challenge, but not necessarily an insurmountable one if one is determined enough!
I visited with the staff of Habitat for Humanity in Stillwater and told them what was proposed. Habitat for Humanity began to donate materials. There were several offenders from the general population who had worked in the tailoring field prior to coming to prison and volunteered to teach offenders how to make the blankets and put them together. I was also able to purchase yarn cheaply from Habitat for Humanity the offenders could use to crochet. Again, offenders stepped forward and agreed to teach the HCP participants how to crochet.
The result? As of this writing, HCP has donated five hand-stitched quilts and dozens of hats, scarves, crocheted purses, gloves, and teddy bears to the City Rescue Mission and to children’s hospitals in the Oklahoma City area. The offenders are learning to report to work, create a finished product, and to help others. Self-esteem is greatly improved as a nice by-product. The cost to DOC? Absolutely nothing. The benefits to the offenders and the folks at the City Rescue Mission? Priceless!
by Nancy McGee
Dr. Jaime Burns, Assistant Professor of Criminal Justice, at East Central
University was the recipient for the Outstanding Service Learning Award.
East Central University has been making great strides in terms of incorporating service learning (or community learning) into its curriculum. Last year there were multiple classes in various academic disciplines that incorporated the service learning initiative. The service learning committee assessed the classes and selected one class that embodied what service learning is all about. The committee selected the Inside Out Prison Exchange Program taught by Dr. Burns through ECU at Lexington Correctional Center. The first class was taught at LCC in the fall of 2007, the second class will begin August 2008.
In addition to the Outstanding Service Learning Award, Dr. Burns also received a $500 grant through Oklahoma Campus Compact. The grant was based on incorporating service learning into classes. Only 10 individuals received the grant in the state of Oklahoma. The money will be used to help pay for supplies and an assistant for the class.
Assistant Deputy Director
Kenny Holloway received his Bachelor’s degree in Psychology and Sociology from Southwestern Oklahoma State University in 1978 and attended graduate school at Louisiana State University. He was employed in vocational assessment and evaluation prior to his employment with the Oklahoma Department of Corrections. During his 22 year tenure with corrections, Mr. Holloway has served as a correctional case manager and a probation and parole officer before accepting various positions in management. During his service as a probation and parole officer specializing in sex offender supervision, he assisted in a joint collaborative effort of criminal justice professionals in developing the basis for sex offender registration in Oklahoma. Mr. Holloway served seven years as the district supervisor for the Oklahoma City area of probation and parole. He has served as the classification coordinator for the Division of Community Corrections where he was responsible for ACA accreditation, policies and procedures, offender classification and information technology programs implementation. Mr. Holloway is a subject matter instructor for the agency in the areas of offender supervision and information technology.
In 2006, Mr. Holloway was appointed to the position of assistant deputy director of the Division of Community Corrections where his responsibilities include functional oversight of probation and parole operations. Mr. Holloway has been tasked with full implementation of the application of evidence based practices in probation and parole operations. Included in his responsibilities is the development of supervision guidelines, statistical reporting, and continued training opportunities focused on moving field staff from philosophical discussion to actual application of the principles and practices in on-going supervision activities.
Kenny and his wife, Cynde, reside in Oklahoma City and have one son, Jeffrey. Kenny serves on the Board of Directors for Special CARE, Inc., and the Edmond Association of Retarded Citizens.
Kenny is the immediate past President of the Oklahoma Correctional Association, serves as a Governor-appointed member of the Governor’s Interagency Council on Homelessness, and is an appointed board member of the Child Abuse Training and Coordination Council.
Probation and Parole
The most poorly documented major segment of the Oklahoma Department of Corrections is Probation and Parole. As per a 1943 statute, “The Governor is hereby authorized to appoint a Pardon and Parole Board of five members.” And in 1968, the Oklahoma State Legislature created the Division of Probation and Parole. Little reference, however, to parole is found until the 1968 creation of the Division of Probation and Parole. Lack of documentation appears to be due to the fact that there simply was little to report.
In a 1912 Commissioner of Charities and Corrections annual report, Commissioner Kate Barnard claimed that the passage of a state parole system was critical to the success of the reformatory (OSR) because some people took longer to train than others and release under supervision was necessary to help the ex-convict to adjust to freedom. Barnard failed in her attempt to get the parole system passed.
After election to the post of Commissioner of Charities and Corrections in 1922, Mabel Bassett submitted penal reform recommendations to the Legislature. One of the recommendations was the authorization of probation services.
Prior to the Corrections Act of 1967, only parole services were offered on a statewide basis under the direction of the Commissioner of Charities and Corrections. W.J. “Tex” Byum was the first deputy director. He divided the State into districts based on county boundaries and equally divided FTE (a.k.a. full time employee) according to caseloads and budget demands. Tex managed the division with a low profile and did what was necessary to get the Division off to a grand start with support of all criminal justice agencies.
Justin Jones became the tenth deputy director over probation and parole on May 18, 1987.
The Division of Probation and Parole dissolved in 1991 under a departmental reorganization. The DOC began utilization of a regional structure with each district office being supervised by a regional director. However, in 1996, the DOC once again reorganized. A Division of Probation and Parole/Community Corrections was created with Kathy Waters serving as deputy director. This Division was structured similarly to the previous Division of Probation except Community Corrections Centers and Community Work Centers were also added and placed under supervision of various district supervisors.
January, 2001, brought Justin Jones back into the leadership of the Division. Mr. Jones brought a wealth of experience in all areas of community corrections. The division once again incurred a name change and became known as simply the Division of Community Corrections. The geographical boundaries of all districts were evaluated and realigned based upon offender populations and district staffing. When the realignment was completed, the districts were designated under new titles which more aptly reflected their mission, structure, and location.
Reginald Hines was named deputy director in 2005, upon Justin Jones being named as director.
The Division of Community Corrections is comprised of seven community corrections centers, housing over 1,100 offenders; fifteen community work centers, housing over 1,000 offenders; fifteen community work centers, housing over 1,000 offenders; and seven probation and parole districts. There are over 27,000 probationers and 4,000 parolees under the custody of the Oklahoma Department of Corrections. The Division also has oversight responsibilities for nine halfway houses, providing reentry services to
over 1,200 offenders.
C. Wayne Smith began his career with the Department of Corrections in Sapulpa,
OK, as a probation and parole officer in 1978. In 1984, he was promoted to
team supervisor in District I covering the Western portion of the District.
In 1987, Mr. Smith was promoted to assistant district supervisor in Tulsa
where he implemented the sex offender team, gang supervision officers, zip
code area specific supervision and initiated the department’s membership
and cooperation with the Tulsa County Crime Task Force.
In 1991, Mr. Smith was promoted to district supervisor in District IV, Lawton. In 1997, Mr. Smith developed systems for integrating Probation and Parole, Lawton Community Corrections Center and ten Community Work Centers. Mr. Smith implemented a Residential Substance Abuse Treatment program and a Career Tech program for auto mechanics at the Lawton Community Corrections Center.
Mr. Smith has served as a board member for the Comanche County Children’s Shelter and currently serves on the Advisory Boards of the Criminal Justice Programs at Cameron University and the Great Plains Career Tech. He has been an Adjunct Professor in Corrections and Criminal Justice at Cameron University and a Correctional Consultant with ACA for a number of years.
Mr. Smith has a BS degree in Education from Central State University and a MA degree in counseling from Trinity Theological College.
The Lawton Community Corrections Center (LCCC) is a community based minimum-security correctional facility of the Southwest District Community Corrections. Situated in the southwestern portion of Lawton, Oklahoma, the LCCC has a housing capacity of 107 convicted male offenders. Of the 107 beds, 38 are assigned to the general population, 4 beds assigned to the “segregated housing unit”…SHU, 45 beds assigned to work release and 20 beds are assigned to programs (RSAT). LCCC also provides offenders for PPWP crews for government agencies.
LCCC offers medical and dental services to the entire SWDCC inmate population except Hobart.
The LCCC also serves as host facility for private prison contract with the Comanche County Detention Center (CCDC). The DOC has contracted with the CCDC for 44 beds to house medium security inmates.
The LCCC opened in the early 1970’s, as the agency was attempting to create smoother transition for the inmates from being incarcerated one day and being back in the community that same night. Statistical data supported the presumption that offenders who were released with meaningful employment, adequate transportation, a home, and pro-social associates were less likely to re-offend as opposed to those who did not. The facility was established with the goal of providing the inmates with a steady gradual re-entry process to address those issues and would carry over on release/discharge.
PROGRAMS AT LAWTON COMMUNITY CORRECTIONS CENTER
The work release program consists of the assigned inmate securing a paying job in the community. The inmate is required to go to work in the community then return to the facility during his off time. The program requires the inmate budget his paycheck whereby 50% goes to program support fees, 20% to mandatory savings and 10% goes to pay court-related fees and/or fines. The program support fees are funded to the agency’s general fund and the mandatory savings are returned to the inmate on parole or discharge.
Career Tech is a vocational-tech education program which allows offenders the opportunity to learn a skill prior to returning to society. The Lawton Community Corrections Center Skills Centers’ mission statement is to prepare inmates for success in the workplace and in the community. The Skills Center instructor educates the inmates in fleet maintenance technology (auto mechanics maintenance technology) and each inmate receives a certificate for the number of hours he completes. Instructors also assist inmates in attaining and maintaining employment.
This is a general educational development program. The goal of this program is to insure that each offender has a high school diploma or GED prior to release from incarceration.
RESIDENTIAL SUBSTANCE ABUSE TREATMENT (RSAT)
The RSAT Program provides substance abuse treatment for inmates with the identified/assessed need for substance abuse treatment. Approximately nine months in length, the RSAT program applies cognitive-behavioral intervention to its participants. Upon Completion of the RSAT program eligible offenders are transferred to facilities where they can continue their treatment per the individual aftercare plans.
The target population of the NA/AA program is any inmate who has the desire to achieve sobriety in their life and has a substance abuse problem.
THINKING FOR A CHANGE
This is a cognitive behavior based program that teaches participants to stop and think before acting, to consider their reaction, control their anger, realize that their thinking controls their behavior, and how to change. It is cognitive behavior strategy to change anti-social behavior and increase pro-social behavior by using positive reinforcements. It also teaches the offender how to recognize the thinking that leads to trouble, how to know their feelings, understand and respond to the feelings of others, how to respond to anger, how to deal with accusations, and problem solving.
Southwest District Community Corrections (SWDCC) is a district within the Division of Community Corrections which operates thirteen probation offices, five community work centers, and a community correctional center. The SWDCC Administrative Office is located at 602 SW Highland Avenue, Lawton, Oklahoma. SWDCC provides probation and parole services in twelve counties located in the southwest portion of Oklahoma which are specifically Grady, Cleveland, Caddo, Garvin, McClain, Stephens, Kiowa, Jackson, Tillman, Jefferson, Comanche, and Cotton counties. Five Community Work Centers are located in Hobart, Frederick, Altus, Waurika, and Walters. The Community Correctional Center is located in Lawton.
Karen Lambeth-White, District Supervisor, Central District Community Corrections,
began her 25 year career with the Oklahoma Department of Corrections as a
correctional officer at the former Women’s Treatment Facility (now
Hillside Community Corrections Center). She has held numerous other positions
to include special assistant to the director and administrative services
manager of the Atlanta Bureau of Corrections; probation and parole officer;
team supervisor; administrative assistant to assistant deputy director of
Community Corrections; operations manager for Community Corrections; and
currently serves as district supervisor for Central District Community Corrections
in Oklahoma County. Ms. Lambeth-White received a Bachelor of Arts degree
in Psychology from Spelman College in Atlanta, Georgia, and attended graduate
studies in Administration & Supervision at Atlanta University. She is
active in her church and community.
Central District Community Corrections located in Oklahoma County, the largest, most populous, and diverse county in the State of Oklahoma operates as one of six probation and parole offender management units of the Oklahoma Department of Corrections. Central District Community Corrections is responsible for the supervision of approximately 7200 offenders either sentenced to a term of probation or parole and inmates released from incarceration to special supervision programs.
During 2005, Central District Community Corrections embarked upon an endeavor that has changed the traditional method of offender management in our state. The district adopted evidence-based practices relative to offender management, which incorporates proven scientific principles based on best practice methods. Since the inception of evidence-based practices, Central District has been in the forefront relative to the implementation of practices designed to affect offender risk of re-offending while, enhancing public safety. These offender management practices combine proven theories, research, public policy, and practices; all in support of each other, leading to favorable and measurable supervision outcomes.
Central District has a staff of highly skilled criminal justice professionals that employ results driven practices in the management of community offenders. Our immediate goal of supervision is to protect our communities during the offender’s readjustment and transition. Our long-term goals are based in efforts to reduce offender risks by enhancing the offender’s intrinsic motivation for pro-social change.
Central District Community Corrections’ employees are highly specialized in the management of certain high-risk offenders. The district has specialized teams working with partnering agencies or as special units to include; Drug Court, DUI Court, Mental Health Court, Female Offender/Family Justice Initiative, Sex Offender Management & Containment Team, Hispanic Caseload, Parole Offender Team, Young Offender Construction Training Program, and Global Positioning Satellite Tracking Systems. Most recently, Central District has been participating in the National Institute of Justice’s Multi-Site Evaluation of Reduced Caseload and Related Supervision Strategies in Managing Offenders on Probation. This study will be concluded in April 2009 and we are looking forward to the results of their findings.
Offenders participate in treatment programs designed to address substance abuse, mental health, cognitive behavior, employment, education, and other service related needs. Staff is trained in various risk assessment tools designed to identify specific areas of offender criminogenic needs.
Central District Community Corrections has been extremely productive, pro-active, and innovative in offender management techniques and skills. We are continuing to move forward in best practice methods of offender management. Central District is a district on the move. We are meeting the needs and challenges of our communities and are affecting change in the lives of offenders we supervise.
Michael Dunkle is an Oklahoma native and began his career with the Department
of Corrections in September 1981 as a probation and parole officer at District
II Probation and Parole in Tulsa. In 1984 he was promoted to the position
of senior probation and parole officer and again promoted in 1987 to team
supervisor. In September 1989, he assumed the duties of assistant district
supervisor in District I Probation and Parole where he remained until April
1995. It was at this time that he transferred to the role of assistant superintendent
at Tulsa Community Corrections Center. On June 15, 1996 he was promoted to
regional supervisor of District III Probation and Parole which later became
Southeast District Community Corrections.
Mr. Dunkle received his Bachelor of Arts degree in Sociology at the University of Oklahoma in 1978. He is a member of the American Probation and Parole Association and the International Community Corrections Association.
Southeast District Community Corrections spans 22 counties in southeast
Oklahoma. In the district area there are 28 political districts, 11 judicial
districts and 22 county jails and sheriff’s offices within its boundaries.
Southeast District’s district office is located in McAlester in the
first free standing DOC owned district office. The building was an eight
year project initiated after two failed attempts to locate the district office
within the City of McAlester. Construction of the new district office began
in 2003 and was completed and occupied in October in 2006. The project was
a product of appropriations provided by the Legislature and monies supplemented
to complete the project provided by the department and spanned three directors.
Southeast District Community Corrections operations is comprised of seven probation and parole teams, five community work centers and support staff with a total staffing of 136 employees.
An allotted staffing for probation and parole functions include 47 probation and parole officers, two administrative assistants, six team clerks, seven team supervisors and an assistant district supervisor who are responsible for a total caseload of 4,575 offenders as of the end of July 2008.
Within Southeast District there are five Community work centers of SEDCC include Idabel CWC, Ardmore CWC, Healdton CWC, Marshall County CWC and Earl Davis CWC.
Rick Parish began his career as a correctional officer at the Lexington Regional Treatment Center in October 1975. When the Assessment and Reception Center opened in 1978, he was promoted to case manager and later records officer for the A&R Unit.
In 1979, he transferred to the Pardon and Parole Board as an investigator. The next assignment was as a Probation and parole officer in District IV’s Norman office, during 1984.
In 1985, he served in Oklahoma County’s District VI, as the court services supervisor, and later included supervision of the Intake Office, and the district’s House Arrest Program. In 1988, Rick transferred to the Population Office in Lexington and then became the case manager supervisor over the A&R Classification Unit.
Tulsa’s District II was the next stop, in 1991, as the assistant district supervisor. In 1998, he was promoted to the assistant deputy director in the Community Corrections Division Office and then became Tulsa District’s, district supervisor in 2005. Rick has a degree in Psychology from the University of Oklahoma, served in the Army from 1966 to 1969 with a tour of duty in Vietnam in 1966, is a past president of OCA and was Oklahoma’s Representative to the Southern States Correctional Association. If you like golf, you’ll like Rick.
In District II (Tulsa), J. R. Porter was the first district supervisor, serving from 1968 to 1971. In 1971, Earl Brewer became the second district supervisor. Staff size in 1971 was 10 officers with an average caseload of 50. There was a clerical staff of three. The emphasis on Probation and Parole was truly on field contacts. For example, the officers were required to spend 80 percent of their time out of the office and to see 80 to 95 percent of their caseload each month in the field.
In January, 1982, Edward Evans was named district supervisor and remained until September 1, 1987, when he assumed the position of deputy warden at Ouachita Correctional Center (now known as the Jim E. Hamilton Correctional Center). He was followed by Bill McCollum, from 1987-1991. Bill became the department’s grant administrator. McCollum was followed by Greg Province, who left the district in December of 2005 to become warden of the Jackie Brannon Correctional Center. Rick Parish succeeded District Supervisor Province.
Drug Court/DUI Court
Tulsa County District Community Corrections has been involved with the Tulsa County Drug Court and DUI Court program since May of 1996. Currently, Tulsa County District Community Corrections has eight officers responsible for participants referred by Drug Court to be under the supervision of the Department of Corrections. Drug Court officers each supervise approximately 55 participants at a time and serve as members of the Drug Court team. Drug Court officers conduct weekly office visits, monthly home visits, obtain frequent urinalysis tests, provide the team with weekly progress reports, attend staffing on a weekly basis, and make court appearances. The progress reports contain urinalysis-testing results, the participant’s progress or lack thereof, and the officer’s recommendation for sanctions or referrals based upon the participant’s needs. Drug Court is designed to last a minimum of one-year and is not to exceed three years. There are four phases of treatment that the participants must complete, prior to being eligible to graduate. Participants are promoted from one phase to the new phase after they have successfully completed the treatment requirements for each step and have followed the rules of the performance contract.
Spanish Speaking Offender Caseload
Tulsa County District Community Corrections currently has one officer that specializes in the supervision of Spanish speaking offenders in the Tulsa County area. This officer supervises all Spanish speaking offenders on supervision. The officer works closely with treatment providers, as second language providers. Attending events in the Hispanic community helps develop a rapport between the officer and the Hispanic offenders. This officer writes all pre-sentence investigations ordered in Tulsa County for Hispanic offenders and works closely with court interpreters to supervise these offenders.
Sex Offender Unit
This specialized unit at Tulsa County District Community Corrections is dedicated to the community supervision of sex offenders in Tulsa County. A containment approach is practiced where there are close working relationships between probation and parole, treatment providers, polygraphists, victim advocates and law enforcement. All officers have been trained on the unique nature of sex offender supervision and believe that our team approach does have a positive impact on our community. The team is responsible for completing sex offender pre-sentence reports for Tulsa County, along with sex offense interstate investigations. There are three primary treatment providers that are utilized. Each of the treatment providers are members of the “Association for the Treatment of Sexual Abusers” and utilize polygraph testing in their treatment programs. There are two primary polygraphists who are used and are trained in sex offender specific testing. DNA collections are coordinated through this unit for all sex offenders. Statutory registrations are conducted by the team to include sex offenders who are not under our supervision and offenders requiring registration under the Mary Rippy Violent Crime Act. The unit also closely monitors the 2000 safe zones by using a map the officers have created indicating school zones and GPS units. The team also works closely with the Tulsa Police and other local law enforcement agencies ensuring offenders are not residing within these safe zones.
The goal of the Tulsa County District Community Corrections parole team is to address the needs of our offenders to enable them to be successful in life. The resources utilized in our communities to assist offenders in developing positive relationships within their community do help them become contributing members of society. Currently there are three officers that specialize in parole cases in our district. In the beginning phases of the team’s creation many contacts were made within the community and the department to ensure the team’s success. Contacts were made with treatment providers for both mental health and substance abuse services. Numerous housing contacts were made to enable and assist offenders in developing good home offers, prior to release and to aid those that need housing. Employment contacts within the community were also made to aid offenders in locating full-time employment. Due to this special population, resources have been added for indigent parole contracts with numerous providers in the community. These providers help our offenders address numerous issues, not limited to substance abuse, mental health, anger management and educational needs. As a group, we have worked to make consistent decisions in reference to violations. We have utilized numerous intermediate sanctioning options on offenders in lieu of revocation. We have streamlined all the residence verifications through this unit to ensure that home offers are appropriate and adequate for offenders. We have worked with transition coordinators to help bridge the gap to assist offenders with their transition back into the community.
Global Positioning System (GPS)
Tulsa County District Community Corrections currently has three officers supervising 100 inmates assigned to the GPS caseload. The officers review inmates for eligibility and ensure no one is in the excluded category. The officers complete all GPS residence verifications and parole residence verifications for GPS offenders. The officers are responsible for hooking up the equipment and ensure equipment is in working order. Violations are checked daily and the inmates are continuously monitored utilizing global positioning satellite monitoring technology. The officers are responsible for having the GPS offenders report monthly in the office and a home visit is completed monthly. Case management is the officer’s responsibility including requests to staff, earned credits and level promotions and demotions. The officers conduct misconduct and program removal hearings. Transfer packets are completed for inmates returning to higher security and to other districts.
Mental Health Court
Tulsa County District Community Corrections Mental Health Court caseloads were created this year (2008) and are supervised by two PPO’s. The Mental Health Court team functions in a similar manner to Drug Court. The district is in the process of creating a four officer, 200 offenders, high-risk, technical violator program. Also, new this year are female specific caseloads for parole, GPS and probation.
Stormy Wilson has worked in Corrections for 30 years beginning in January
1978. He currently serves as district supervisor for Northeast District Community
Corrections and has served in that capacity since 1989.
He has also served as assistant deputy director in 1997 and 1998 when Probation
and Parole was reorganized into a Division. He began his career as probation
and parole officer, working his way through the ranks of team supervisor
and assistant district supervisor. He also has served since 1995 as administrator
over the Muskogee Community Corrections Center.
Mr. Wilson has conducted American Probation and Parole Association and International Community Corrections Association national workshops in New York City, Washington, D.C. and Ottawa, Canada. Mr. Wilson holds a Bachelor of Science degree from West Texas State University and a Masters degree in Education from NSU, Tahlequah.
Northeast District Community Corrections (NEDCC) is comprised of 14 counties in northeast Oklahoma. Stormy Wilson is the district supervisor; assistant district supervisors are Debbie Gregg and Teresa McCoin. Fifty-three probation and parole officers are supervised by six team supervisors.
NEDCC currently supervises approximately 3,500 active probationers. At close of July 2008, there were five sex offender caseloads, one Drug Court caseload and one Community Sentencing caseload. NEDCC currently supervises 31 GPS inmates and three EMP inmates.
The District Administrative Office is located in Muskogee and there are 53 officers working in sixteen sub-offices throughout the district.
Muskogee Community Corrections Center (MCCC) is a minimum-security facility housing eighty inmates. The building was originally a motel, which was built in 1952. The center was established as a correctional facility in 1974 and an additional acre was purchased in 1998 north of the facility for a supply trailer and parking area. In 1996, MCCC became part of Northeast District Community Corrections when residential and field services merged. It currently has a full-time staff of 25 including security officers, case management staff, clerical, food service, procedures and maintenance.
The average length of stay for an inmate is 176 days. During their stay at the facility, inmates are offered services such as GED classes, Bible studies and church services on Sundays and Wednesday evenings. In addition, inmates are offered Life Skills, Moral Reconation Therapy and Thinking for a Change classes.
There is a large garden and greenhouse on the compound. Produce from the garden is used to feed the inmates and excess produce is donated to various charity organizations.
For those inmates who qualify, there are offender work programs. Inmates who meet qualifying criteria may participate in the Public Works Program (P.W.P.) by working for Oklahoma Turnpike Authority, City of Tahlequah, Muskogee County, Western Hills or the Muskogee Parks Department. Some inmates are eligible to hold work release positions. Those who do not qualify for either of these programs are assigned to jobs on the facility such as food service, maintenance and laundry.
Muskogee Community Corrections Center was honored by receiving a re-accreditation from the Commission on Accreditation for Corrections. Accreditation scores of 100% in mandatory standards and 100% in non-mandatory standards were received on April 18, 2008.
Warden Marty Sirmons will transfer from OSP to OSR. Warden Sirmons began his tenure with the state of Oklahoma in 1979 as budget analyst at the Office of State Finance, prior to embarking on his career as a business manager at OSR in 1981. Warden Sirmons was promoted in 1989 to the position of deputy warden at DCCC, until he promoted to the position of warden at HMCC in 1997, before returning to DCCC as the warden in 2004. He assumed the position of warden at OSP in 2006.
Warden Eric Franklin will transfer from OSR to LARC. Warden Franklin began his career with the Oklahoma Department of Corrections in 1984. He has held the positions of correctional officer, sergeant, correctional counselor, captain, unit manager, warden’s assistant and assistant inspector general. Warden Franklin was a member of executive staff as the administrator of Internal Affairs. He also served as deputy warden of JCCC until he was asked to head a pilot project by serving as warden of the JDCC and EWCC. He was then promoted to warden at JCCC until 2006, when he accepted the warden’s position at OSR in Granite.
Warden Bruce Howard will transfer from JEHCC to HMCC. He began his career with the Oklahoma Department of Corrections in 1978 at MACC. During his time at MACC, Warden Howard served in the capacity of senior case manager, records manager, procedures officer, case manager supervisor, and in 1989, was promoted to deputy warden. He served as acting warden of MACC, HMCC, and JDCC, as well as OSR, prior to assuming the duties of JEHCC warden in 2002.
Warden Haskell Higgins will transfer from HMCC to JEHCC. Warden Higgins began his tenure with the Department of Corrections in 1989 as a correctional officer. He has since held the positions of sergeant, correctional counselor, case manager, procedures officer, warden’s assistant, and unit manager. In 2001, he was named training administrator of the Department of Corrections Training Academy in Wilburton, a position he held until 2004 when he was promoted to warden of HMCC.
Warden Randy Workman is transferring from LARC to OSP. He began his career with the Oklahoma Department of Corrections as a case manager at MACC in 1986 and later transferred to HMCC as the procedures officer. Warden Workman held the positions of unit manager at HMCC and deputy warden of OSP, in addition to being detailed to the positions of facility health services administrator, and deputy director of Medical Services. Prior to assuming the warden position at LARC in 2004, he was promoted to warden of DCCC in 2001. Warden Workman’s vast array of experience will serve OSP and the agency well.
This month’s column has a different focus than previous columns because
Quality Assurance is excited to share information regarding a planned new
component to the Quality Assurance System.
During the month of October, Quality Assurance staff have the opportunity to attend an intensive training session on Rapid Process Improvement Event facilitation.
So exactly what is Rapid Process Improvement?
Rapid Process Improvement is an employee-driven process adapted from lean manufacturing techniques to meet special needs of the service sector. It is designed to use employee expertise to quickly reduce or eliminate inefficiencies in work processes in an effort to save money, time, and continuously improve the operations of the organization.
In one company’s claims processing example, the Rapid Process Improvement Event resulted in reducing claims payment errors by 75 to 90 percent; processing claims up to 88 percent faster; and saving more than $1 million with $566,414 directly attributed to process improvement initiatives.
Rapid Process Improvement Events differ from the work done by Process Action Teams. Process Action Teams are chartered to examine problems with agency-wide or work-location specific impact. Process Action Teams using a structured problem solving process to identify the problem, gather and analyze data related to the problem, generate potential solutions, select and plan the solution, implement the solution, and evaluate the solution. Process Action Teams are problem-focused and data-driven. Rapid Process Improvements Events are process-focused and use employee expertise to dissect the process and identify inefficiencies such as duplications, nonvalue added work, etc.
You will be kept updated once training has been completed and progress made toward incorporating Rapid Process Improvement into the existing Quality Assurance System.
For up-to-date information about the Quality Assurance System, please visit our web site at: http://www.doc.state.ok.us/adminservices/quality/index.html
Training Conducted by Master Black Belt Trainer . . .
The training is being conducted by Steve Dickinson, a Master Black Belt in Six Sigma. Mr. Dickinson received his Black Belt in 1989 while working for the Japanese Deming Prize winner Florida Power and Light Company. He has been training and coaching Six Sigma Green and Black belts since 1992. Mr. Dickinson is the developer of the proprietary RPI Method and has taught over 1,500 facilitators in this method for the last 13 years.
Your feedback is very important to us!
Please share your thoughts regarding the Oklahoma Department of Corrections
Quality Assurance System by e-mail to: firstname.lastname@example.org
I had a unique opportunity to spend a day observing Warden Millicent Newton-Embry
at Mabel Bassett Correctional Center (MBCC) through a mentorship project
sponsored by the National Association of Blacks in Criminal Justice (NABCJ).
Prior to this scheduled date, I had an opportunity to visit with the warden and discuss my Department of Corrections (DOC) career goals and aspirations; in addition, to discuss my trials and tribulations. The warden listened intensively, she sympathized and empathized all the while encouraging and offering sound pearls of wisdom for continued success within DOC.
The day of shadowing began with the warden in conference with MBCC department heads. I listened as the department heads made their required status reports and the warden reflected, affirmed and delegated any required additional directives. After the conference, the warden diligently handled other staff issues and questions.
The warden then facilitated a portion of orientation with newly arrived female inmates. She spoke frankly but with compassion as she advised the females of their expectations to comply with the institution rules and guidelines. She reminded them these requirements are for them to be able to discharge their term at MBCC without incident and to ensure their own personal safety. She encouraged the females to talk with staff about any issues and offered them opportunity to talk with her when necessary.
The rest of the day was filled with the warden touring the facility and taking time to talk with various staff and offenders. Upon entering the RSU, the warden personally approached each cell housing unit and inquired from each inmate of their current well-being and she gave time to those with issues. This same process continued with each housing unit and the inmates on the yard. While observing the warden’s demeanor and management style, I found her to be fair, firm and consistent in addition to being compassionate in a Christian manner.
At the close of the day, I could only commend the warden for displaying the positive attributes of a person in a leadership role. The warden handles her difficult job with such poise and grace. I reflected and affirmed her skillful balance of sternness and levity. The warden shared with me events of her tenure with DOC and her thankfulness of support from those who had previously blazed the trail for her. The warden openly offered the same to me of which I graciously and respectfully accepted her mentorship.
In conclusion, I would be amiss in not thanking NABCJ for the Mentoring Shadow Program. NABCJ is a necessary and vital organization which enhances and embraces a person’s opportunity to excel through continued quality educational seminars and networks of knowledgeable individuals. I am proud to be associated with such a quality organization.
Oh, the many talents and experiences of Jimmy Lane! Artist, singer, songwriter,
teacher, designer, martial artist, and all around great guy. Jimmy truly
is someone you should know.
Graduating from Central State University in 1974 with a B.A. in Fine Arts Painting, he received the CSU 1973/74 Outstanding Artist of the Year Award. After building his own attached home studio, he began freelancing artwork for shows and interior decorators winning various jewelry, ceramics, and mainly painting awards throughout Oklahoma including Philbrook Museum of Art's 33rd Annual Tri-State Exhibit.
In 1976, he began a three-night-a-week solo gig at the Old Dodge City Club & Restaurant located in the Trail's End Shopping Center in Edmond, Oklahoma where he played guitar, harmonica, and sang. He was also writing songs during this time and recorded a few commercials and jingles whereby winning the Political Jingle of the Year Award (Make Your Corporation Commissioner – Joe Bailey Cobb) written by his good friend Jimmy Ledford. In time he put together a four-piece progressive country band entitled Jimmy Lane & the Great Plains Band. With the exception of Jimmy personally missing one evening's performance (to be present for the birth of his second son), they played throughout the state of Oklahoma a minimum of three nights per week never missing a week for the next ten years.
Jimmy eventually began his graduate studies at UCO while making a living performing, painting and teaching drawing and painting throughout the Oklahoma City area galleries, studios, schools, universities, and contracted as an Oklahoma Artist in Resident. He was commissioned in 1982 and sold four Columbia space shuttle watercolor paintings that toured the Smithsonian Institute. He ultimately received his K-12 Teaching Certification and his M.Ed. in Community Junior College Education.
By the mid to late 1980's Oklahoma's oil and resource market began to fail. Nightclubs were closing, interior decorators were leaving Oklahoma and going east, citizens were dropping out of painting and workshop classes, and less art was being purchased. It became much more difficult to freelance art and music in our state. Everyone encouraged Jimmy to move either east or west, but his heart was in the state of Oklahoma.
On February 1, 1989, Jimmy left the Oklahoma State Artist in Resident program, closed his private watercolor studio, disbanded his progressive country band, and resigned from the public school teaching assignments to begin working for the Department of Corrections at the Mabel Bassett Correctional Center.
His official title was MBCC Arts & Crafts Supervisor. He was assigned to supervise six individual Institution Programs Incorporated (IPI) instructors who were contracted to enter MBCC. Jimmy coordinated and supervised these IPI instructors with approximately 300 general population offenders participating within MBCC arts & crafts, band/music, debate club, jewelry making, sewing, quilting, and painting. He personally took over these individual programs as IPI faded out in 1995. As an artist he was called upon to paint many signs, banners, posters, watercolors for DOC values and conference posters for print and distribution, as well as design facility uniform security patches, silk screening prints, award and honor pins, and tags. He also designed OCA and ACA logos for booklets and notebooks, tote bags, extensive and various t-shirt designs for numerous facilities and the Run Against Child Abuse Awareness program, as well as a variety of calligraphy projects.
Within the first few months of this new career, he was given the assignments and titles of MBCC Beauty Shop Supervisor, Arts & Crafts Therapist for special needs offenders, Sound Man (P.A. systems) for the Board of Corrections and Probation & Parole, and Children & Mothers' Program (CAMP) assistant. Due to his personal interest and years of martial arts experience (he holds eleven black belt degrees in the disciplines of Aikido, Jeet-Kune-Do, Philipino Kali, Daito-ryu Aikijujutsu and Indonesian Silat), Jimmy was allowed to become the MBCC Self-Defense Instructor, PR-24 Instructor, Expandable Baton Instructor, and Use-of-Force Instructor resulting in CERT membership for approximately six years.
In 1996, he was promoted to Activities Officer II. Along with his arts & crafts supervisor duties, he was given the assignment of supervising the gymnasium activities, CAMP, and the inmate welfare and recreation budget. The entire MBCC facility, job, assignments, and team moved from Oklahoma City to McLoud in May of 2003 where the offender population quadrupled.
Jimmy continued in his role at MBCC until April 21, 2008, when he was promoted to Oklahoma Correctional Training Officer III at the newly relocated Oklahoma Correctional Training Academy in Norman. He continues to share his vast array of talents and experiences in his new role and is a great asset to the academy.
Jimmy is married to Debbie Lane, Human Resources Management Specialist III at DOC headquarters, and they will soon be celebrating their 39th wedding anniversary. They have two sons James and Matthew. His hobbies include motorcycles, boating, scuba diving, shooting and hunting. He is cousin to OU President David Boren, country singer Hoyt Axton, and his aunt May Boren Axton wrote Heartbreak Hotel recorded by Elvis Presley.
With all his journeys and life experiences Jimmy states he's the same husband, father, artist, musician, songwriter, martial artist, teacher, employee, friend, and mainly the Christian he has spent his lifetime striving to be. Yes, Jimmy Lane truly is someone you should know.