5225 Corrections and Rehabilitation
Major Program Changes
  • Adult Inmate and Parolee Population-The adult inmate average daily population is projected to increase from 134,986 in 2013-14 to 137,788 in 2014-15, an increase of 2,802 inmates, or 2.1 percent. The average daily parolee population is projected to decrease from 45,934 in 2013-14 to 36,652 in 2014-15, a decrease of 9,282 parolees, or 20.2 percent. The increase in adult inmate population is due to an increase in new admissions and second striker admissions, while the parolee decreases are a result of Chapter 15, Statutes of 2011, which shifted the responsibility of certain parolees to counties. When compared to the projected average daily population at the 2013 Budget Act, these changes result in an increase of $3.2 million General Fund in 2013-14 and a decrease of $38.6 million General Fund in 2014-15.

  • Mental Health Program-The population of inmates requiring mental health treatment is projected to be 33,480 in 2013-14 and 34,118 in 2014-15. This is an increase of 1,727 inmates in 2013-14 and 2,365 inmates in 2014-15 in comparison to the projected mental health population at the 2013 Budget Act of 31,753. Based on the Mental Health Staffing Ratios, these changes will result in an increase of $11.718 million in 2014-15.

  • Juvenile Ward Population-Compared to the 2013 Budget Act projections, the ward population is projected to increase by 32 in 2013-14 and decrease by 34 in 2014-15, for a total population of 711 in 2013-14 and 645 in 2014-15.

  • SB 105-The Budget includes $405.2 million General Fund and $9.7 million Recidivism Reduction Fund to continue the Three-Judge Panel compliance efforts pursuant to Chapter 310, Statutes of 2013 (SB 105). The Budget assumes a two-year extension in reaching compliance with the 137.5 percent population cap. These resources will allow CDCR to place 12,575 inmates in contract beds by June 2015 above 2013 Budget Act funding levels and 14,111 inmates above the number anticipated in the Blueprint. These inmates will be housed in a combination of public and private in-state and out-of-state contract beds. The Recidivism Reduction Fund expenditures proposed for these contract beds will be used to provide cognitive behavioral therapy, including substance use disorder treatment.

  • Drug Interdiction and Substance Abuse Treatment-The Budget includes $14 million General Fund to establish an enhanced drug interdiction program statewide and $11.8 million Recidivism Reduction Fund to expand substance abuse treatment to 10 non-reentry hub institutions in 2014-15 and the remaining 11 non-reentry hub institutions in 2015-16. These programs will be phased in over a two-year period, and will address illegal drug and contraband use from both the supply and demand perspective with the ultimate goal of reducing recidivism and reducing inmate violence, increasing safety for staff and inmates, and promoting a drug-free rehabilitative environment.

  • Local Reentry-The Budget includes $40 million Recidivism Reduction Fund for reentry beds for inmates within one year of release from prison, either through reentry programs provided in jails or reentry services provided by community-based facilities.

  • Integrated Services for Mentally Ill Parolees (ISMIP)-The Budget includes $11.3 million Recidivism Reduction Fund to allow the CDCR to expand the ISMIP program up to 900 slots in 2014-15. The ISMIP program is a comprehensive treatment model, focused on mentally ill parolees who are homeless or at risk of being homeless, which provides varied levels of care, supportive/transitional housing, and an array of mental health rehabilitative services to assist with the development of independent living in the least restrictive environment possible.

  • Community Corrections Performance Incentive Grants-The Budget includes an increase of $21.3 million, bringing total funding for the California Community Corrections Performance Incentive Act of 2009 (SB 678) to $129.3 million. SB 678 provides performance-based incentive payments to county probation departments when they demonstrate success in reducing recidivism among adult felony probationers. This funding has increased because Chapter 310, Statutes of 2013 (SB 105), changed the calculation for the payments to counties so that it is now based on the amount the state saves by avoiding incarcerations in contracted facilities. The estimate for a contracted bed is $29,491, which is being used as the state's savings for purposes of the SB 678 calculation.

  • Youthful Offender Parole Hearings-The Budget includes $1.6 million General Fund on a limited-term basis for youthful offender parole hearings pursuant to Chapter 312, Statutes of 2013 (SB 260). SB 260 requires the Board of Parole Hearings to establish youthful offender parole hearings for qualified offenders who were under 18 years of age when they committed their offense and were sentenced to state prison. SB 260 requires the Board to complete all youthful offender parole hearings for inmates who are eligible upon enactment of this legislation by July 1, 2015.

  • Workers' Compensation-The Budget includes $75 million General Fund to address rising workers' compensation costs. From 2009-10 to 2012-13, CDCR's workers' compensation costs grew by nearly $90 million due to increases in open claims, cost of living adjustments, retirement and medical benefits, and State Compensation Insurance Fund fees. CDCR will enhance cost containment strategies; however, it is still anticipated that the Department will have at least a $75 million shortfall in 2014-15.

  • Academy-The Budget includes $61.7 million General Fund to increase the CDCR's Basic Correctional Officer Academy capacity from 720 in 2013-14 to 3,400 in 2014-15. This augmentation will allow CDCR to fill an increasing number of vacancies in its Correctional Officer classification due to retirements and other attrition. To facilitate an increased number of cadets, CDCR will be transitioning from a 16-week Academy to a 12-week Academy, where the final four weeks of training are provided at an institution. The 2014-15 adjustment builds upon Academy expansion efforts commencing in 2013-14.

  • Custody Relief-The Budget includes $9 million General Fund to provide the appropriate number of custody positions needed to cover staff leave usage. The increase is attributable to the inclusion of essential categories such as Furlough and Personal Leave Program usage.

  • Janitorial Services-The Budget includes $14.5 million to establish a statewide janitorial contract with the California Prison Industry Authority (CALPIA). The proposed janitorial services program uses CALPIA's focused oversight and inmate labor to remedy cleanliness issues cited in the recent court appointed, medical experts' reports.

  • Americans with Disabilities Act (ADA) Compliance-The Budget includes $4.1 million for the California Correctional Health Care Services to achieve compliance with a court-ordered remedial plan in the Armstrong lawsuit. The remedial plan includes detailed instructions for tracking, investigating and resolving allegations of non-compliance with ADA requirements, the Armstrong remedial plan, and prior court orders associated with this lawsuit.

  • Enhanced Class Action Litigation Representation-The Budget includes $1.4 million to address litigation increasing in both volume and complexity in the CDCR's largest class action cases. The additional resources will allow the Department to contract with the Office of the Attorney General for five additional Deputy Attorney General positions that will focus solely on these class action lawsuits.

  • Receiver's Acuity Based Staffing Model-The Budget includes a reduction of 148 positions as a result of implementing a staffing model based on the medical acuity of inmates and medical missions of the prisons. The Receiver's new staffing model is based on the medical acuity of the inmate population rather than adjusting medical positions based on changes in the total inmate population.

  • Abolished Vacant Positions-The Budget includes a reduction of 240.9 vacant positions in various classifications and divisions throughout CDCR. When salary savings was eliminated in 2012-13, departments were directed to allocate funds to accurately reflect operational expenditures. This was expected to result in the elimination of positions historically held vacant to support the operational needs of departments. Given the concurrent timing of this policy and CDCR's Blueprint development, the Department did not have the opportunity to fully analyze their historical vacancy trends and eliminate positions in order to redirect the savings to support their operational needs.