Programs

PRETRIAL RELEASE

This program was established as an alternative to the traditional bail bond system. As a service to the court, arrestees are objectively assessed for likelihood to appear for court. A standardized interview looks at issues related to stability (residence, employment/support, family ties, criminal record, community protection, etc.) is conducted at the jail 7 days/week. Information is verified and a recommendation is made to the court regarding release.

Release recommendations are not made when the information can not be verified, with the exception of offenders whose backgrounds include records of failure to appear, absconding from supervision and escape. For those offenders and certain others designated by policy, a bond recommendation is made.

PRETRIAL RELEASE WITH SERVICES

Release With Services (RWS) provides supervision to offenders who are released to the supervision of the Department while awaiting trial, rather than released on their own recognizance or held in jail on cash bond. Probation/Parole Officers supervise RWS offenders to help ensure that offenders meet all court appearances and to inform the Court of any actions that violate their release agreement during the pretrial period.

MENTAL HEALTH PRETRIAL RELEASE

Defendants must reside in Linn County to participate in the Pretrial Mental Health Reentry Program. This program was established under an Agreement with Linn County to provide jail diversion services for people with mental illnesses, which provides funding for one Probation/Parole Officer. Defendants must meet the following criteria to participate in the program:

The Department of Correctional Services Pretrial Interviewers, the Judiciary, and the Linn County Jail staff will refer potential candidates for the program. The Department of Correctional Services assigns a Probation/Parole Officer (PPO) to this program that will:

PRESENTENCE INVESTIGATION

Presentence investigations are prepared as mandated by the Code of Iowa and as ordered by the Court. The purpose of the report is:

  1. To provide background information on defendants to assist the judiciary with determining appropriate sentences; and
  2. To provide information to probation officers/institutional personnel to assist them in determining appropriate case planning/correctional programming for defendants.

Presentence Investigations contain the following information:

PROBATION

The largest program in Community Corrections serves as a major alterative to prison and jail incarceration. Probation offenders undergo classification assessment, case planning, referral to local treatment agencies, employment counseling and placement. Payment plans are prepared and offenders are held responsible for making restitution payments to victims.

Probation supervision provides structure in accordance with the assigned level of supervision based on the Client Risk Assessment/Reassessment. Assessments also identify offender's needs, and corresponding conditions are imposed which requires offenders to confront the factors motivating the criminal behavior.

PAROLE

Offenders released from prison or from the structure of the residential OWI program by the Board of Parole are supervised under the structure of parole to address their high needs while ensuring any high-risk behaviors are closely monitored.

INTERSTATE COMPACT

As the population of the criminal justice system continues to increase, so does offender movement between states via the Interstate Compact for Parole and Probation. The main purpose of this agreement between states is to ensure communities are kept safe when offenders return to their state of residence or establish themselves in a new state that can provide employment and/or community support.

MONITORING AND MAINTENANCE PROGRAM (MMP)

The program began in May 2004 for low risk and minimum supervision cases scoring 11 or below on the Iowa Risk Assessment/Reassessment. Probationers are required to report changes immediately via program phone line, complete monthly reports and meet with the supervising agent as required. Probationers are monitored for completion of financial obligations, court-ordered requirements and law violations.

SELF-SUPERVISED PROBATION

The 6th Judicial District developed a program to divert low-risk offenders from traditional supervised probation in response to a legislative mandate to reduce services to misdemeanant offenders. The self-supervised offender must fulfill court-ordered obligations just as offenders on supervised probation; however, the offender is responsible for completing these obligations on their own. The Department of Correctional Services is responsible for preparing probationary compliance reports, which are sent to the Judge to determine closure.

SEX OFFENDER PROGRAM

The District provides treatment programs and surveillance (including GPS) to those offenders who commit sex crimes. Treatment is enhanced by the use of polygraph, plethysmograph, and psychological assessment. Offenders pay $500 to participate in the Sex Offender Program which offsets some of the costs for services and treatment required.

There were *2 Plethysmographs and 150 Polygraph examinations completed in the SOP Unit. There were also 26 Psycho-sexual Evaluations or Assessments completed on sex offenders entering the program. The SOP Unit currently has in operation 5 primary groups, 2 maintenance groups, 1 women’s group, as well as group and individual curriculum for MR/DD or lower functioning special needs offenders. We developed curriculum for a victim survivor group for offenders’ who were also abused as children; goal to have the group operational by end of August 2008. As of 6/30/2008, there were fifty-eight (58) sex offenders being monitored on active GPS.

District Polygraph Examiners also provided assistance to DOC institutions by completing twelve (12) other polygraph examinations for assistance with inmate institutional disciplinary report investigations.

The SOP Unit Supervisor is also a Master Trainer for sex offender risk assessment tools and facilitates trainings throughout the state for DOC/DCS/IBTSA as well as quality assurance implementation steps.

We have begun to utilize our mentors and circles of support for the sex offender population, having 2 successful mentor matches and 2 successful Circles in place. We have conducted a Victim Impact Panel (VIP) with our sex offender population, with plans for a panel approximately three times a year. We have also begun Family Team Meetings (FTM) with our sex offender population, facilitating 2 successful meetings.

*"Disclaimer FY 2008 Plethysmograph (PPG) Report: The reason that only two (2) PPG Assessments were conducted was because the equipment was dead lined for repairs and upgrades for revised gauges, etc. The PPG Operators were also awaiting training in the new revised components. We are now back to normal operations in 2009."

PSYCHOLOGIST

The Psychologist ensures that appropriate services are provided to mentally and physically disabled clients. Mental health evaluations and referrals are made to local providers in the community. The Psychologist serves as a liaison between mental health, substance abuse treatment providers, and Department staff to help improve client services. The Psychologist also provides training to department staff to improve their ability to assess mental health issues and prepare effective case plan strategies. Given the recent fiscal concerns of all state and human service providers, the psychologist has also been providing counseling services to clients who may be on lengthy waiting lists to other service providers. In January 2002, the Mini International Neuropsychiatric Interview (MINI), a new mental health screening tool was also implemented to better identify mental health issues at the beginning of probation to help ensure appropriate case planning.

The Psychologist is also an active member of the Sex Offender Treatment Unit and conducts Phallometric Testing (PPG) and Psychosexual Evaluations. The Psychologist has also been involved in the facilitation of Sex Offender Treatment groups, including the use of a specialized curriculum for lower functioning offenders.

In addition, the Psychologist has been a statewide trainer on the Levels of Services Inventory – Revised (LSI-R) which is used throughout the Judicial Districts and has been involved with the development and implementation of the Matrix which is used to synthesize information gained from various assessments and help to ensure appropriate case planning and responses. He is involved in the Quality Assurance Committee and provides ongoing audits to help ensure accurate assessment and case planning.

HIGH RISK UNIT

The High Risk Unit (HRU) officers provide support to field service and residential units in all six counties of the district. They conduct checks in the community on probationers, parolees and residential clients to ensure compliance with supervision conditions. Detecting violations allows for intervention before new victims are created. It also allows for intermediate sanction or treatment responses. The Unit also includes three neighborhood based officers and one that supervises the highest risk offenders in Linn County. HRU has also participated in several collaborative efforts with local law enforcement including intelligence sharing, search and arrest warrant execution, and fugitive apprehension.

TOP 25

In response to a request by the US Attorney’s Office for the Northern District of Iowa and as a part of their task force, “Project Safe Neighborhoods”, the 6th Judicial District Department of Correctional Services has established a list of 25 offenders who present the greatest risk of violating their supervision. This has been a cooperative effort between the US Attorney’s office, Linn County Attorney’s Office and the Cedar Rapids Police Department. A list of objective criteria was developed to identify those offenders currently on supervision that have a lengthy history of criminal behavior focusing on violence, drugs, and/or weapon offenses. Additionally, placement on the Matrix is also a deciding factor. Once identified, these individuals will be placed on intensive supervision to an agent in the High Risk Unit. The list is provided to local Law Enforcement who assists with monitoring of their activities. A zero tolerance approach is taken in response to violations. After immediate placement in jail for violations, a recommendation to the halfway house, violators program, or revocation to jail or prison is the next step.

ELECTRONIC MONITORING

Electronic monitoring equipment is used to augment supervision of offenders who require daily monitoring of their activities or are required by law to be monitored by this system. There are four different types: the RF (radio frequency), MEM's (Mitsubishi Electronic Monitoring) VB (Visual Breathalyzer), MEMS VBR (Visual Breathalyzer with Radio Frequency) and the GPS (Global Positioning System.

The RF unit consists of an ankle bracelet transmitter and a receiver that attaches to the offender’s home telephone service. The system provides the supervising agent a daily report of the offender’s arrival and departure at their authorized residence as well as any curfew non-compliance.

MEMS/VB consists solely of a base unit. The system, which measures alcohol usage, randomly places phone calls to the offender’s residence and instructs the offender to blow into a straw that is attached to the base unit. The base unit collects the breath sample from the offender and photographs the offender’s face for verification that the offender being monitored is the one providing the sample. The MEMS/VBR consists of an ankle bracelet transmitter and base unit. The system also monitors alcohol usage and provides a reading of the breathalyzer results to the supervising agent, along with a daily report of the offender’s arrival and departure at their residence as a means of tracking curfew compliance.

Speaker ID uses the offender’s home phone system and has no attachments. During initialization the offender calls from the supervising agent’s office and answers a series of questions. The computer then records their voice and the system randomly places phone calls to the offender’s home and measures curfew non-compliance.

The GPS unit contains an ankle bracelet transmitter, MTD (miniature tracking device), and a charging station that connects into the offender’s home telephone system or is functional without a land line. The GPS system uses 24 satellites provided by the Department of Defense and the MTD transmits a signal to three of these satellites, which allows the supervising agent to monitor the offender’s activities and movements 24 hours a day through a secured internet site.

Due to new legislature mandates, real time (active) GPS will be a routine part of supervision for sex offenders who have been convicted of sexual offense where the victim has been a minor.

BATTERER’S EDUCATION PROGRAM

The Duluth education curriculum is used. An intake and orientation session is conducted on all participants, followed by 16 weekly two-hour group sessions. Two trained co-facilitators, one female and one male conduct the groups. The groups focus on power and control issues in relationships and use videotaped vignettes, structured discussion, and homework assignments. This program is operated by the Community Corrections Improvement Association (CCIA) through a contract with the Department. Department staff coordinate intakes and referrals to groups and monitor compliance.

TREATMENT ACCOUNTABILITY FOR SAFER COMMUNITIES (TASC)

Treatment Accountability for Safer Communities (TASC) Program currently provides some level of services in all six counties to drug abusers who are referred by field services correctional staff. The State of Iowa, Department of Public Health and Division of Substance Abuse recognize TASC as a licensed assessment program. Due to a reduction in staff because of budgetary consideration, TASC services are currently available in only Linn and Johnson Counties.

SUBSTANCE ABUSE EVALUATION PROGRAM (SAEP)

The purpose of the Substance Abuse Evaluation Program (SAEP) is:

SAEP is licensed by the State of Iowa, Department of Public Health and Division of Substance Abuse, which allows the Substance Abuse Liaison to conduct alcohol assessments on 2nd & 3rd offense offenders, if an offender chooses to have an assessment completed at this agency.

RESTORATIVE JUSTICE

Restorative justice is a philosophy based on the belief that when offenders commit crime they injure the victims, the community, their families, and themselves. It supports and serves the victim as central to the justice process and elevates the role of crime victims and communities in the process of holding offenders accountable for their behavior, while offering offenders the opportunity to directly make amends to the people and community they violated.

It is a philosophy of healing, reintegration and community building. It puts the "community" back into corrections. It challenges us to create partnerships to get ahead of crime.

Practices which incorporate restorative principles help repair the harm to relationships caused by acts of harm/wrongdoing. They are focused on building offender accountability to the victim and community to repair harm (to the extent possible), and develop offender competencies targeted at issues underpinning their criminal behavior so they learn something in the process that works to prevent another victimization. Examples of practices that build upon restorative principles are: Family Group Conferencing; Family Team Meetings; Circles of Support and Accountability; Talking Stick Circle; Accountability Boards; Restorative Community Service (statistics recorded separately); Victim Offender Mediation; Victim Impact class; Adult Mentoring Program.

MENTAL HEALTH REENTRY PROGRAM

The Mental Health Reentry Program (MHRP) is a program that provides a high level of service and intensive supervision for parolees who have been diagnosed with chronic mental illness. Participants must have a diagnosis listed in the Diagnostic and Statistical Manual in the Axis I category. These diagnoses include schizophrenia and other psychotic disorders, mood disorders (depression, anxiety, panic), and bipolar disorder. Of those clients admitted to the program, 98% have had a significant history of substance abuse. Many have used alcohol and illicit drugs to self-medicate their mental health problems. Oftentimes, this leads to criminal behavior, arrest and placement in the criminal justice system. This program is designed to impact on the recidivism of clients with co-occurring disorders. Maximum impact is achieved by providing a higher level of service, support and supervision than is available in the traditional parole supervision situation. MHRP clients must agree to comply with substance abuse and mental health treatment recommendations. They must also be agreeable to taking their psychiatric medications as prescribed by their treating physician.

The MHRP assists parolees in making the connection to the services they need. During the critical period of transition from the institution back to the community, MHRP staff are sensitive to the special needs of these clients and are focused on making appropriate referrals and monitoring follow through and compliance with treatment objectives. Without extra services, supervision, and support, clients with co-occurring disorders often fall through the cracks of helping agencies and the criminal justice system. They can get caught in a cycle of recidivism and become an ongoing public safety problem.

 

Community Accountability Board

Participants in the Mental Health Reentry Program (MHRP) are expected to attend meetings with a Community Accountability Board (CAB). The CAB is a model of community collaboration consistent with the District’s restorative justice philosophy. Under the guidance and direction of MHRP staff, the CAB assists our clients in reintegrating into their respective communities. Members of the CAB represent agencies in the following areas: mental health treatment; family and individual therapy; vocational services; education; employment; law enforcement; mental health advocacy; and neighborhood and faith-based organizational support.

There are two separate boards and each meets monthly for a two hour session. Each board consists of approximately ten members. Three clients are generally seen at each CAB meeting. Clients in need of extra support and assistance, especially those in the early stages of the program, are seen monthly by the CAB. Clients making satisfactory progress in the program are generally seen by the CAB every 2-3 months. CAB members make their expertise, experience and support available to the clients they see in these meetings. Many CAB members also make themselves available to clients outside the board meeting, via phone contact or visits at their respective agencies. This “personal touch” is especially valuable to mental health clients, who often experience difficulty accessing and following through with helping services. It also has the effect of encouraging clients to utilize these same services after they complete their involvement in the MHRP.

WORKFORCE DEVELOPMENT

Efforts begun in December 1998, when the Southern Advisory committee of our Department decided to launch an agency-wide employment continuum for offenders. Since that time new employment programs were created and implemented in the Sixth Judicial District of Iowa. Briefly some of these programs are:

Since the inception of the Workforce Development Program there have been many accomplishments. They are: implementing career development programs; approving two new job positions within the Department of Correctional Services; hiring a supervisor to directly oversee the workforce staff; installing and utilizing computerized assessments and skills training programs; completing specialized professional development staff training in Offender Workforce Development Specialist (OWDS); creating an OWDS interdisciplinary statewide training team; participating in a partnership with the National Institute of Corrections and other community partners; implementing OWDS training in Iowa; conducting three OWDS statewide trainings in Iowa; presenting at state and national professional organization conferences; and publishing articles in professional journals.

During this past year, the workforce development program underwent some program development planning which will allow for more outreach to employers and community partners, and provision of more services to clients.

In fiscal year 2008, members of the Workforce Development Program began offering services through the Elvis Pressley Career Resource Center located at the Gerald R. Hinzman Center in Cedar Rapids. This center provides various levels of employment interventions ranging from career assessments to computer access to a 30 hour per week skills training program. Due to changes in workforce personnel, the activities in the center have not been fully implemented. This center is available to residential and field service clients through a referral process.

Upon referral, clients meet with a workforce development program staff and undergo screening to determine client employment needs. After the needs are identified, an employment plan is developed to address these needs. Approximately 480 client contacts were made at the Pressley Center. Additionally, Hope House requires residents to participate in employment services as part of their programming.

In fiscal year 2008, members of the Workforce Development Program contributed to the following activities and presentations:

Future Direction of Workforce Development:

DRUG TREATMENT COURT

The Sixth Judicial District Drug Treatment Court Program is designed to provide intensive community supervision to probation clients who would be sent to prison if the program did not exist. The clients served in this program are those who have abuse and dependency issues related to one or more substances, and who are sentenced to probation on an Aggravated Misdemeanor or Felony charge. Many of the clients served in this program also have mental health issues of varying levels of severity.

Through supervision in the Drug Treatment Court Program, and through use of restorative justice principles, individuals are encouraged to invest in their community. They are encouraged to create ties to pro-social people and activities that will provide them the support needed to avoid relapse and the behaviors that lead to recidivism. Individuals are provided with substance abuse treatment and are also assisted in accessing mental health services, obtaining safe and stable housing, and obtaining employment. By investing in the community and creating these ties to supportive services, individuals involved in the Drug Treatment Court Program are better equipped to be self-sufficient and able to maintain the positive changes they create even after community supervision is completed.

A member of the Drug Treatment Court Program attends regular court hearings where they are expected to update the Drug Treatment Court Team and their peers on their progress towards their case plan goals. The team rewards positive behavior with incentives, such as certificates, small prizes, and positive feedback from the judge. Negative behavior earns a sanction from the team, which could include loss of a privilege, an assignment of some sort, or jail time. In addition to court appearances, the client is expected to see their probation officer, attend all recommended substance abuse treatment, and provide random UAs as requested.

The Drug Treatment Court Program consists of five phases, and frequency of contact decreases as a client progresses through the phases. The minimum amount of time required to complete the program is 12 months, while the average is expected to be approximately 18 months.

The Linn County Drug Treatment Court Program began hearings on September 24, 2007. The Johnson County program began hearings on February 23, 2008.

During the time that the Drug Treatment Court Program has been in operation, clients have been assisted in accessing numerous community resources to address their individual needs. Often, these resources have been geared towards addressing treatment needs as well as a need for a supported living situation. Other community referrals include those to mental health treatment, transportation assistance, medical treatment facilities, domestic violence intervention counseling, and parenting groups.

There has been shown to be a significant cost savings associated with the Drug Treatment Court program. The average cost per day to house one inmate in prison is $54.02. The average cost per day to have one client on community based supervision is $1.88. During the first year of existence, there were 4504 days of community based supervision provided by the Drug Treatment Court Program (3677 in Linn County and 827 in Johnson County). It should be noted as well that in cases in which a person is supervised for multiple cases concurrently, each calendar day is reflected as one day of supervision, rather than one day of supervision per each case. Since it is assumed that these are people that would be in prison if the Drug Treatment Court Program were not in existence, there is a savings of $234,838.56 by supervising these clients in the community rather than incarcerating them.

At this time there are plans to continue to develop the format of the program. There will be support groups beginning that will be offered to clients who have completed their primary substance abuse treatment. There are also plans to explore community service projects as an opportunity for the involved clients to give back to their communities. And finally, when there are graduates from the programs, alumni involvement will be a key piece of the program as well, in the form of alumni support groups and potential mentoring relationships.

ADULT MENTORING PROGRAM

The District provides offers services to offenders on active supervision. Mentors provide assistance through job coaching, tutoring, transportation, role modeling, and being a pro-social positive support for the offender in the community. The vision statement for the program states, “We envision a community in which every offender experiences nurturing one-to-one relationships and community support, which in turn allows each of them to develop into their full potential, capable of making informed and responsible decisions as involved, law abiding members of our community.”

VICTIM SERVICES PROGRAM

The Victim Offender Mediation Program (VOMP) was developed in October 1995 in an effort to respond to victim needs. The research was clear that some victims of crime had questions that remained unanswered during the formal criminal justice process. The Victim Offender Mediation Program offers victims the opportunity to meet with the offender face-to-face in a safe setting with trained volunteer mediators.

As a result of surveys conducted in-house, victims continue to tell us this is the number one reason victims choose to participate in this process. This is closely followed by letting the offender know how the crime impacted them, as well as the hope that, by meeting with the offender on a personal basis, the offender somehow would learn something from the meeting so they wouldn’t do it (crime) again. The process has been beneficial to offenders as it makes them aware of the harmful consequences of their actions. They have the opportunity to take direct responsibility for making things right.

Initially, the program was able to get off the ground as a result of support provided by AmeriCorps volunteers. However, in 2001 the program was put under the victim assistance program. The goals remain the same, however, the name of the program has changed in 2007 to VOD (Victim Offender Dialog) The active Linn County Victim Advisory Committee for the Sixth District agreed while working on victim sensitive practices, that mediation implies some sort of closure or settlement which sets the victim up to fail in the healing process.

Using the word Dialog gives voice to both victim and Offender and leaves open more opportunity for change.

Victim Services Program:

The Victim Advocate was hired in July 1999 (funded by a Byrne grant) to:

The Advocate has helped build mutual understanding and open communication between the Sixth Judicial District Department of Correctional Services, victims and their families as well as the community and victim advocacy groups. The Victim Advocate serves as an active liaison to the victim community by coordinating services with service providers within the community and state. Efforts have been focused on the following strategies:

Victim Advocacy:

From July 1, 2007 to June 30, 2008 services were delivered to 153 new victims and 570 contacts were made to victims for ongoing services. Referrals to the program are made by probation/parole; county attorney’s office, other agencies, community. Contacts are by phone, mail, in person. A phone call may last anywhere from 10 to 30 minutes or more depending on the crisis stage of the victim and the needs of the victim. Victims are met in person either in the advocate’s office or at a neutral location. All contacts are followed up by phone or by letter. One victim may have several contacts with the advocate.

The Victim Advocate also sends out notification letters to registered victims when an offender from an Institution is expected to arrive in one of the facilities in the district. Upon request from victims, the Advocate is able to register them into the ICON database under Record Alert into registered victims. This process gives probation officers the opportunity to know who the victim is and to know they are receiving services from this agency. A confidential comments screen was also developed for probation officers to enter notes from victim is a safe and confidential way, separate from the offenders generic notes.

As part of advocating for victims, the Victim Advocate has also been involved in individual meetings with offenders to help them understand victim needs and their responsibility to victims. Many offenders have had their own victimization issues that need to be addressed and are then given services or referrals to proper agencies.

Victim Advisory Committee:

A Victim Advisory Committee was developed to bring together victims, advocates, victim service providers, corrections, prosecution (county attorney’s office) and law enforcement. This committee is the backbone to developing victim sensitive practices within the Criminal Justice System. They have aided, for example, in the development of the Victim Offender Dialog Program (VOD) and Victim Impact Classes to Offenders in Community Corrections as well as Inmates at Anamosa State Prison and Mt Pheasant. The Committee was active in preparing a notification letter probation officers or the Advocate send to victims after an offender is placed on probation supervision. The committee provides a yearly fundraiser, which raises money for victim needs, such as travel to court, educational conferences, self help books, child care while they attend court or sit on panels and to provide healing baskets for victims. Several members of the committee sit on victim impact panels. As a result, Anamosa Prison Inmates continue a SAVE group (seriously acknowledging victim’s emotions.) In 2002, another Victim Advisory Committee was developed in Johnson County and has been active in victim sensitive practices in the Johnson County area. They are responsible for the development of a resource guide for victims as well as bringing awareness to Crime Victims Rights Week, supporting the Domestic Violence program by working with Tama County based corrections and developing wooden silhouettes used for the Domestic Violence Program during domestics awareness month. Linn County also provided their local Domestic Violence Program with Silhouettes from the victim fund and help from Tama County based Corrections.

In 2008, the two victim advisory committees merged to form an official Victim Advisory Board with support and recognition from the District Director. Members of the board have seats of several other Boards within the district, bringing the voice of the victim to the table.

Victim Impact Awareness Class:

Since July 2007 to June 2008, Linn Co. has provided two classes for offenders. There usually are three a year in Linn and two a year in Johnson County. Because of budget cuts and staff workload, facilitators have not had the time to put into the extra classes. Other places that victim panels have presented for were Anamosa Prison, Mt. Pleasant Prison, and OWI/ASAC Classes for Offenders, Schools, and Conferences for agencies and staff trainings.

49 victims, survivors, victim advocates, law enforcement and community members have served on panels. Offenders complete projects which benefits victims to reinforce their responsibility to help repair the harm. They help with projects during Victims Rights Week in April of each year by making ribbons, donating time to help set up tables and chairs for events, and by being present to support the events.

Training:

In promoting victim sensitive practices within corrections and the community, trainings continue as new staffs are hired. There was a specific training for staff on victim notification if there was a safety issue to be addressed such an escape etc. The victim services program also is responsible for the implementation of the staff victimization program. Training was completed to staff and management on Bullying in the workplace to sensitize and bring awareness of staff victimization.

The Victim Advocate continues to be instrumental during National Crime Victims Rights Week, networking with other agencies, to bring in a national speaker to promote understanding of victim issues and victim sensitive practices. Activities were also supported by other staff, along with offenders.

Community & Restorative Justice:

The Victim Advocate supports the development of Community and Restorative Justice programming focusing on the victims’ active participation in the Victim Offender Dialog and Victim Impact programs. The advocate invites victims and advocate panels to share the victims’ view of defining the harm done to victims and offer offenders the opportunity for change.

In the past three years, Inmates belonging to the SAVE (Seriously Acknowledging Victims Emotions) at Anamosa Prison have given back to their victim panel volunteers and other victims by offering a special recognition gathering at the prison during National Crime Victims Rights week. Each Inmate writes a special piece about taking personal responsibility to the group, taking full account for the crime they committed and are working on promoting doing no more harm to victims and community. This year they presented victims and survivors certificates of appreciation along with a wooden trinket boxes made by the Inmates. One of the men in the group uses his artistic talent to make colored pencils drawings of homicide victims for families that are willing to furnish him with a photo to copy from. Other men put the finishing touches on by matting the picture and making a frame. The Advocate continues to work with this group of men who want to change and make a difference for others.

RESIDENTIAL FACILITIES:

The District has three residential facilities that offer the highest structure and control and are therefore designed for the higher-risk offender who requires such enhanced supervision. The residential facilities also offer short-term placements for offenders under supervision in the community in an effort to “stabilize” the offender, thus avoiding possible revocation. Residential facilities in the Sixth Judicial District provide housing for male and female offenders on Probation, Parole, Work Release from an adult institution, and Federal offenders.

Gerald R. Hinzman Center (capacity – 86) provides services to both men & women as a condition of probation, offenders from the Federal Bureau of Prison and Federal Probation, along with women placed in the facility as Work Releasees, 2nd & 3rd Offense drunk drivers, Probation, Parole & Federal.

Hope House (capacity – 58) provides services for male Work Releasees, 2nd & 3rd Offense drunk drivers and Probationers as ordered by District Court and male Federal offenders.

Lary A. Nelson Center (capacity - 93) provides services for male Work Releasees who are returning to the community from a State institution as ordered by the Iowa Board of Parole and male 2nd & 3rd Offense drunk drivers as ordered by District Court, and accepts short-term placements of Parolees. In June 2008, following the Cedar Rapids flood, the Nelson Center serves as a Linn County alternative jail site (1 wing for residential only).

Programming in the Facilities

Each facility resident is involved in a treatment program designed for that individual. The goal is to enhance that resident’s ability to be a success. Some programs such as money management and employment/education have been mentioned previously.

Accountability is stressed and enforced at a high standard. In addition, there are numerous program and treatment opportunities for each resident based upon their assessed need including:

ANCHOR Center

System Overview

In recent years, the Criminal Justice System has seen a significant increase in the number of individuals that have a diagnosed mental health disorder. According to a report produced in 1999 by the Bureau of Justice Statistics it was stated that 16% of individuals in our national criminal justice system have a diagnosed mental health disorder. However, by 2005, it stated that approximately 50% of the individuals in our prisons and jails have a mental health disorder (James & Glaze, 2006). In addition, of that number, 75% also have a diagnosed substance use disorder.

As of December 31, 2006, 3,535 of the 8,838 individuals incarcerated by the Iowa Department of Corrections had a diagnosed mental health disorder (Mentally Ill Offenders in Iowa’s Prison System: Update, 2007). More specifically, 60% of incarcerated women and 31% of incarcerated males comprised this population. In addition, 47.2% of the individuals meeting the criteria for one mental health disorder diagnosis also met the criteria for at least one additional diagnosis such as a substance use disorder (Iowa Department of Corrections, 2006).

The Chief Judge of the Iowa Supreme Court, Chief District Court Judges, and State Corrections Administrators have seen the need and lack of mental health services for the correctional population. Therefore, efforts have been made within the Iowa Department of Corrections to address the needs of these individuals. Institutions have developed critical care and special needs units within the prisons to provide more specific and individualized treatment settings to these inmates. The Department has also begun to work with these individuals before release and re-entry into their communities through re-entry programs.

The number of individuals with mental health disorders being released on parole into the correctional services districts ranges from 22.5% and 36.0%. Various districts have set up community based programs to address the needs of these individuals. However, very few residential settings are available to these individuals. The 1st District’s Dual Diagnosis program is the only in the state. While this is an exemplary program, and a great stride towards effective treatment for these individuals, the needs for additional location and more specific and intensive programming exists.

Background

Within the two largest counties (Linn and Johnson) of the 6th Judicial District Department of Correctional Services, 42% and 45% respectively of individuals transferred from field probation/parole to prison have at least one diagnosed mental health disorder. Individuals with mental health disorders under the supervision of the 6th district are being provided programming on a variety of levels including re-entry programming to community based services. However, these individuals with mental health disorders were continuing to struggle. One must realize that these individuals provide many unique circumstances and situations to providers.

Community providers lack the knowledge and ability to provide the structure that an individual on correctional supervision needs and address the community safety issues unique to this population. Whereas, correctional professionals lack the knowledge and ability to accommodate for the treatment services that these individuals need. Therefore, making appropriate placements and adequate service provisions difficult for correctional professionals.

To address this issue, the 6th district developed the idea of building a residential mental health facility. By creating this unique and innovative facility, the treatment needs of these individuals would be addressed, while also providing the needed security and supervision. With the need and the vision in place, the legislature was the next step.

In the 2006 Iowa Legislative session the 6th Judicial District Department of Correctional Services was allocated $2 million dollars to be dispersed in two installments of $1 million in the 2006 fiscal year and $1 million in the 2007 fiscal year to build the mental health residential facility. This facility was to be built on the Correctional Services complex in Cedar Rapids, and is to serve individuals with mental health needs under the supervision of the 6th Judicial District.

The Client Services Advisory Committee was given the charge to develop a physical plan for the facility, and also a plan for the treatment programming that the facility would provide. The larger group, comprised of a variety of community and treatment providers from within the 6th Judicial District, met on a monthly basis to ensure progress and feedback. However, it was seen that a sub-set of smaller, more workable sub-committees was needed to address specific issues.

The Treatment and Assessment sub-committee was formed to begin developing the programming and other clinical aspects of the facility. Initial discussions were primarily focused on the clientele that would be seen and provided services within the facility. A few key factors were found to be key themes.

First, the facility was to be utilized as an assessment and evaluation unit that would be focused on developing an understanding of the individual needs of each client, and then working within the community’s existing services to put those resources in place for that individual, while utilizing the supportive structure to stabilize the individual. Second, with the overwhelming need of adequate resources for clients within the criminal justice system who also have mental health disorders, the desire was to efficiently and adequately serve as many as possible, rather than serving a smaller number for extended periods of time. Third, by providing an additional programming option for these individuals with mental health disorders within the continuum of care we will potentially reduce the number of prison admissions. The goal of these key themes was not to duplicate the services that already existed, but to adequately identify the various needs of our clients and connect them with those resources.

ANCHOR Center

Always keeping in mind the two key themes, a draft table of organization and programming schedule was developed. Feedback on these initial drafts was gathered and support was gained by key officials within the Department of Corrections. Further work included discussions of referral processes, development of treatment plans, and the use of specific assessments that would be utilized within the facility.

The Facility sub-committee was developed to address the unique needs of clients with mental health disorders within the criminal justice system in a residential setting. They physical environment of such a unique facility must be different from the existing residential facilities to reduce the potential risk of suicidal and self-harm behaviors. For example, this group has utilized David Sine and James Hunt’s “Design Guide for the Built Environment of Behavioral Health Facilities,” to specifically include the various hardware that has been developed for this type of facility; ranging from shower heads to furniture.

The challenges that plague this motivated group are the need for adequate and increased staffing in a facility of this type, assuring that appropriate staff is hired, and training for the staff that is hired. Increased staffing allows for the ability to monitor clients while also providing the assessment, evaluation and treatment that each client needs. While treatment is a priority the safety and security of the facility and the public is always a main concern. Therefore, increased staffing to provide for those two elements is key.

A residential facility of this type is unique and very uncommon, so much that it may be the first of its kind. With that, a staffing pattern that includes non-traditional residential correctional staff is essential to its success. Intensive services within the facility is designed to adequately assess and evaluate the variety of needs that these clients have, but then to implement and connect them to community resources that are going to enhance their ability to be successful. The facility will also have to accommodate the medical needs of this population, ranging from them being on a variety of medications to other medical and health issues.

Finally, adequate and appropriate staff to client ratios is essential, but so is the need to have well trained staff. Staff needs to be trained to deal with this population from a clinical standpoint, as well as a correctional standpoint. These two components will need to work together as a team to provide treatment and supervision. With that, an intensive training protocol will need to be provided initially as well as on an on-going basis.

Current Status

Over the course of the past fiscal year, the ANCHOR Center has become more of a reality for the Sixth District. The physical structure is nearing completion, equipped with features specified for behavioral health facilities. The facility also acquired its name: ANCHOR center. ANCHOR center is an acronym for Accountability and kNowledge to Create Hope Opportunties and Resources.

While extensive work has been done to create programming and facility operations that are conducive to this population; challenges lie ahead. The criminal justice system will continue to struggle with how to appropriately work with these individuals. The 6th District Department of Correctional Services hopes that the ANCHOR Center can become a model to other districts in Iowa, as well as to the nation, as an effective program for clients with mental health and/or substance use disorders within the criminal justice system.

Community Service Program

Guiding Principles:

The Community Service Program provides both individual community service placements as well as group community service opportunities. The program embraces the following guiding principles:

Types of Community Service:

There are various forms of community service:

Placements:

By the Code of Iowa, community service is to be performed at a public agency / governmental municipality or a private nonprofit agency.

General Comments:

Minimum wage changes went into effect gradually over this year, ending at $7.25 per hour. Due to the gradual change, this became somewhat of a logistical process to ensure individuals where given credit at the appropriate amount in consideration of when the hours were completed.