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Corrections Documents & Reports :: AuditsAccountability Audit: Review of 2000-05 CDCR Audits - July 2007 Accountability Audit: 2000-04 CDCR, Adult Division Audits - April 2006 Intermediate Sanction Programs at CDCR - November 2005 Contracting Practices for Private Community Correctional Facilities - September 2005 Accountability Audit: 2002-03 Board of Prison Terms Audits - July 2005 Accountability Audit Review of 2000-2003 Audits for CYA - January 2005 California Department of Corrections Audit - January 2005 Employee Disciplinary Procedures at CDC - October 2004 Rapid Rise in Contract Payments for Inpatient and Outpatient Care - July 2004 Plans to Build a New Condemned-Inmate Complex at CSP-San Quentin - March 2004 Medical Service Contracts and Claims, CDC - July 2003 Accountability Audit: Office of Internal Audits CYA - July 2003 Ongoing Fiscal Problems at CDC - July 2002 Fiscal Practices and Internal Controls of the CDC - November 2001 Department of Corrections' Parole Outpatient Clinic Program - August 2001 Audit of the Prison Industry Authority Optical Program at the Donovan - May 2000 Audit: Inmate Day Labor Program, Sierra (SCC) - May 2000 Audit: Inmate Appeal & Disciplinary Process, SVSP - March 2000 Utilizing Managed Care Practices, CDC - January 2000 Excessive Personnel Costs Due to Poor Management Practices - January 2000 Wasco State Prison: Concerns About Institutional Safety & Security - October 1999 Prison Industry Authority: Outside Purchase of Goods & Services - September 1998 The Cost of Incarcerating Inmates in State-Run Prisons - September 1998 Early Intervention Program - CDC, CYA and Dept of Mental Health - August 1998  July 2007Accountability Audit: Review of 2000-2005 CDCR Audits This report presents the Office of the Inspector General's annual effort to perform a comprehensive follow-up review on previous recommendations issued to the California Department of Corrections and Rehabilitation. In this effort, the Office of the Inspector General assesses the department's progress in implementing past recommendations affecting the Division of Juvenile Justice (formerly the California Youth Authority) and the Board of Parole Hearings (formerly the Board of Prison Terms). The Office of the Inspector General analyzed the department's efforts to take corrective action on 182 recommendations included in two 2005 Accountability Audits--comprising 12 audits the Inspector General originally issued from 2000 to 2003--as well three audits completed in 2005. Together, the 15 audits included 349 original recommendations--330 directed to the Division of Juvenile Justice and the other 19 directed to the Board of Parole Hearings. View the FULL AUDIT released July 2007 by the OIG. .pdf (Adobe Acrobat) file  April 2006Accountability Audit: Review of 2000-2004 CDCR, Adult Division Audits his report presents an assessment of the progress made by the California Department of Corrections and Rehabilitation in implementing past recommendations affecting the department's adult operations and programs. The recommendations resulted from 22 audits and reviews conducted by the Office of the Inspector General between 2000 and 2004. The report represents the third and final component of a comprehensive follow-up review - an accountability audit - of 33 previous reviews and audits of entities comprising the former Youth and Adult Correctional Agency (now the California Department of Corrections and Rehabilitation). In addition to the 22 audits and reviews conducted by the Office of the Inspector General between May 2000 and September 2004 represented here, the original audits in the accountability audit included nine audits and reviews of the former California Youth Authority (now the Division of Juvenile Justice) and two reviews of the Board of Prison Terms (now the Board of Parole Hearings). The two previous follow-up reviews in the accountability audit were released in January and July 2005, respectively. View the VOLUME I and VOLUME II released April 2006 by the OIG. .pdf (Adobe Acrobat) files  November 2005 (2005-111)Intermediate Sanction Programs Lack Performance Benchmarks at CDCR From the Introduction section of the Auditor's report: According to the former deputy director of the parole division, the programs that eventually were established under the department's New Parole Model were intended primarily to fill perceived gaps in the department's parole process. The department hoped to help parolees reintegrate into communities by implementing prerelease programs aimed at matching future parolees to the programs and services they needed and by expanding post-release programs aimed at improving newly released parolees' access to those programs and services, thereby reducing the recidivism rate. The department also planned to implement three intermediate sanction programs that could be used as an alternative to prison for low-risk parolees who commit minor crimes or technical violations of their parole conditions. View the FULL AUDIT released November 2005 by the California Bureau of State Audits. .pdf (Adobe Acrobat) file  September 2005 (2005-105)Contracting Practices for Private Community Correctional Facilities, CDC From the Introduction section of the Auditor's report: In 1965, to provide needed housing, supervision, counseling, and other correctional programs for inmates committed to its institutions, state law authorized the department to establish, operate, and contract for "community correctional centers," commonly referred to as CCFs. The Community Correctional Facilities Administration, within the Institutions Division of the department, administers support functions, such as developing and processing CCF contracts. The department's Office of Contract Services also participates in contract matters, such as the administration of the original contract and any amendments. View the FULL AUDIT released September 2005 by the California Bureau of State Audits. .pdf (Adobe Acrobat) file  July 2005Accountability Audit: 2002-03 Board of Prison Terms Audits This report presents an assessment of the progress made by the Board of Prison Terms in implementing recommendations from reviews conducted by the Office of the Inspector General in 2002 and 2003. The report is the second of three comprehensive follow-up reviews comprising the Office of the Inspector General's 2005 Accountability Audit, the purpose of which is to examine the progress of the Youth and Adult Correctional Agency and its subordinate entities in implementing recommendations from 32 reviews and management review audits conducted by the Office of the Inspector General since April 2000. In addition to the two reviews covered here, the original 32 reviews and audits included nine management review audits and reviews of the California Youth Authority and 21 management review audits and reviews of Department of Corrections institutions and programs. The first report in the 2005 Accountability Audit - a comprehensive follow-up review of the California Youth Authority - was released in January 2005. The comprehensive follow-up review of the Department of Corrections will constitute the third report in the 2005 Accountability Audit series. View the FULL AUDIT released July 2005 by the Office of the Inspector General. .pdf (Adobe Acrobat) file  January 2005Accountability Audit Review of 2000-2003 Audits for CYA From the Executive Summary of the OIG's report: In the past four years, the Office of the Inspector General has performed nine audits identifying deficiencies in the institutions and programs of the California Youth Authority and has issued 241 recommendations to address the problems. The Youth Authority agreed with nearly all the recommendations at the time the audits were issued and promised to fix the deficiencies. The Accountability Audit presented here determined that 57 percent of the previous recommendations have been fully or substantially implemented, but additional progress is needed. Many of the deficiencies that have not been corrected are central to the Youth Authority's core mission of rehabilitating the young men and women entrusted to its care. For example, my office found that some wards are still confined to cells 23 hours per day with little access to the education and counseling services that are so critical to rehabilitation efforts. View the FULL AUDIT released January 2005 by the Office of the Inspector General. .pdf (Adobe Acrobat) file  January 2005California Department of Corrections Audit: Issues Identified and Key Recommendations From the Introduction page of the report: We have been asked to briefly describe the range of correctional audits we have performed in recent years, the progress of reforms to date, and our thoughts on the reorganization. Over the past five years we have completed seven audits that focused on four particularly important areas in which we concluded that the Department of Corrections needs to improve its performance: In the time allowed today, we will briefly summarize some of the key recommendations the Bureau of State Audits (bureau) included in these audit reports and Corrections' reports regarding its progress in implementing them. View the FULL AUDIT released January 2005 by the California Bureau of State Audits. .pdf (Adobe Acrobat) file  October 2004 (2004-105)Employee Disciplinary Procedures, CDC From the Introduction section of the Auditor's report: Recent studies criticized the department's process for handling employee disciplinary matters. For example, the Offi ce of the Inspector General (inspector general)-an independent agency that reports directly to the governor and conducts audits, investigations, and special reviews of the State's youth and adult correctional agencies-criticized the department's handling of employee disciplinary matters in two reports dated October 2001 and March 2002. Furthermore, the department is currently involved in a number of employment-related lawsuits and appeals at the State Personnel Board (board). Concerns from the Legislature regarding the department's management and treatment of its employees and the legal expenses it incurs from employment-related matters led to the request for the current audit. View the FULL AUDIT released October 2004 by the California Bureau of State Audits. .pdf (Adobe Acrobat) file  July 2004 (2003-125)Rapid Rise in Contract Payments for Inpatient and Outpatient Care, CDC From the Introduction section of the Auditor's report: To provide medically necessary health care to inmates, Corrections operates four types of health care facilities: four general acute care hospitals, 14 correctional treatment centers, 13 outpatient housing units, and one skilled nursing facility. Additionally, it contracts with the Department of Mental Health to provide all inpatient acute mental health services to certain inmates at the California Medical Facility in Vacaville and to some of the inmates at the correctional treatment center at Salinas Valley State Prison. For care not available in its own facilities, Corrections contracts with medical service providers in the surrounding communities, including hospitals. Table 1 presents the types of health care facilities, the number of doctors available on site, the average daily inmate population, and the average daily inmate population per doctor at each institution during fiscal year 2002-03. View the FULL AUDIT released July 2004 by the California Bureau of State Audits. .pdf (Adobe Acrobat) file  March 2004 (2003-130)Plans to Build a New Condemned-Inmate Complex at CSP-San Quentin From the Introduction section of the Auditor's report: All men sentenced to death in California are sent to San Quentin to fulfill their sentence. Today, the department uses three different facilities at San Quentin to house the more than 600 male condemned inmates of whom it has custody, as Table 1 on the following page indicates. Each condemned inmate has his own cell within these facilities. (See Figure 2 on page 9 for an aerial view of San Quentin.) The original death row facility, located atop San Quentin's North Block facility, built in 1934, occupies the building's entire sixth floor. The department refers to this facility as North Segregation. The facility can house 68 condemned inmates and as of January 2004 was filled to capacity. The department houses only its most cooperative grade A condemned inmates in North Segregation because its design provides the most freedom of movement within the three facilities' housing and exercise areas. These inmates have access to an exercise yard on the building's roof. View the FULL AUDIT released March 2004 by the California Bureau of State Audits. .pdf (Adobe Acrobat) file  July 2003 (2003-117)Medical Service Contracts and Claims, California Department of Corrections From the Introduction section of the Auditor's report: For care not available in its own facilities, Corrections contracts with medical service providers in the community. Corrections' costs incurred for contracted inmate medical and laboratory services have continued to increase in each of the last four fiscal years by more than 15 percent. In fiscal year 2001-02, costs increased by 29 percent and fiscal year 2002-03 witnessed another 20 percent increase. Figure 1 on the following page shows the variety of medical service providers that Corrections contracts with to deliver health care services to inmates, including community hospitals throughout the State that provide inpatient and outpatient medical services and specialty care physicians such as oncologists and radiologists. To provide temporary medical services when prison medical staff are unavailable or on long-term sick leave, Corrections uses medical registry contracts. View the FULL AUDIT released July 2003 by the California Bureau of State Audits. .pdf (Adobe Acrobat) file  July 2003Management Audit: Office of Internal Audits CYA From the Introduction section of the OIG's report: This report presents the results of a management audit of the Office of Internal Audits of the California Youth Authority, conducted by the Office of the Inspector General. The audit, which was performed under the Inspector General's oversight responsibilities under California Penal Code Section 6126, examined the management practices and administrative procedures of the Office of Internal Audits. The audit was conducted from January 2003 through March 2003. The purpose of the audit was to determine whether the management practices and administrative procedures of the Office of Internal Audits are being carried out in accordance with applicable laws, regulations, and policies. The audit also assessed the efficiency and effectiveness of the Office of Internal Audits in helping to fulfill the mission and responsibilities of the California Youth Authority and measured the performance of the Office of Internal Audits according to professional internal auditing standards. View the FULL AUDIT released July 2003 by the Office of the Inspector General. .pdf (Adobe Acrobat) file  July 2002 (2002-101)Ongoing Fiscal Problems at the California Department of Corrections From the Introduction section of the Auditor's report: Of the department's more than 48,000 employees in fiscal year 2001-02, almost 23,000 were custody staff. Custody staff are directly responsible for inmate supervision, which often requires that positions be covered around the clock. These positions are generally filled by four classifications of employees: captains, lieutenants, sergeants, and correctional officers. In this report, we focus on the department's correctional officers for three reasons: (1) They make up about 85 percent of the department's custody staff; (2) they account for more than 80 percent of the custody staff overtime; and (3) theirs is the only custody classification covered by the State's labor agreement with the California Correctional Peace Officers Association (CCPOA). View the FULL AUDIT released July 2002 by the California Bureau of State Audits. .pdf (Adobe Acrobat) file  November 2001 (2001-108)Fiscal Practices and Internal Controls of the California Department of Corrections From the Introduction section of the Auditor's report: As the agency responsible for overseeing and managing California's 33 prisons (institutions), the California Department of Corrections (department) operates the largest prison system in the United States. For fiscal year 2001-02, the department projected that it would need 46,548 employees to fulfill its responsibilities. The department's mission is to control, care for, and treat men and women who are convicted of serious crimes or admitted to the State's civil narcotics program and who are then placed in the department's Institution, Health Care Services, or Community Correctional programs. The department is organized into four programs: Central Administration, Health Care Services, Community Correctional (Paroles), and Institution. Through the Institution Program, the department provides prison inmates with safe, secure detention facilities and necessary services, such as food, clothing, and medical care. As Figure 1 on the following page illustrates, costs for this program alone represent $3.5 billion, or roughly 73 percent, of the $4.8 billion that is the department's total approved budget from all funding sources for fiscal year 2001-02. View the FULL AUDIT released November 2001 by the California Bureau of State Audits. .pdf (Adobe Acrobat) file  August 2001 - (2001-104)Department of Corrections' Parole Outpatient Clinic Program From the Introduction section of the Auditor's report: The Parole and Community Services Division within the department's Field Operations area is responsible for supervising and providing services to felons who have been paroled. The level of supervision a parolee receives is based on factors related to the offender's history of violence and current service needs. Case assessments dictate the placement of selected parolees in a category of supervision intended to prevent, detect, or interrupt behavior likely to endanger the community or themselves. The Parole and Community Services Division oversees 136 parole offices and four regional parole outpatient clinics (clinic) that provide services statewide. The parole agent is responsible for the following tasks: supervising parolees; arranging services such as housing, medical care, employment, counseling, education, and social activities; investigating alleged parole violations; and helping assess a parolee's risk to the community and the type of services he or she requires. The department employs more than 1,700 parole agents who are responsible for the supervision of approximately 121,000 parolees throughout the State.... View the FULL AUDIT released August 2001 by the California Bureau of State Audits. .pdf (Adobe Acrobat) file  May 2000Audit of the Prison Industry Authority Optical Program at the RJ Donovan Correctional Facility From the Introduction section of the Auditor's report: In response to a request from the Secretary of the Youth and Adult Correctional Agency, the Office of the Inspector General (OIG) has reviewed the corrective action taken by the Prison Industry Authority (PIA) as the result of an incident in the PIA's optical laboratory at the R.J. Donovan Correctional Facility (R.J. Donovan). Under contract with the California Department of Health Services (DHS), the PIA makes eyewear for Medi-Cal beneficiaries. In May 1999, the optical laboratory operation at R.J. Donovan was closed because it was found that inmates had gained access to personal information of Medi-Cal beneficiaries. View the FULL AUDIT released May 2000 by the OIG. .pdf (Adobe Acrobat) file  May 2000Audit: Inmate Day Labor Program, Sierra (SCC) This report presents the results of the Office of the Inspector General's audit of the Inmate Day Labor Program at the Sierra Conservation Center and the accountability and handling of potentially dangerous materials used on projects at the center. The audit was conducted during April 2000. The Sierra Conservation Center (SCC) is located in Jamestown, California. Opened in 1965 with a design capacity of 3,926, the prison is now separated into two dormitory-type facilities for minimum custody (Level 1) and low-medium custody (Level 2) inmates and a separate high-medium custody (Level 3) facility. As of March 31, 2000, the center housed 6,383 inmates, or 163% of design capacity. View the FULL AUDIT released May 2000 by the OIG. .pdf (Adobe Acrobat) file  March 2000Audit: Inmate Appeal & Disciplinary Process, Salinas Valley (SVSP) This report presents the results of the Office of the Inspector General's audit of the disciplinary process and procedures for handling inmate complaints at Salinas Valley State Prison. The audit was conducted during February 2000. In August 1999, the California Department of Corrections (CDC) formed a threat assessment team to assess the operations of the Salinas Valley State Prison (SVSP). The threat assessment was conducted at the request of then-Acting Warden Anthony A. Lamarque of SVSP over concerns about the possibility of a consipiracy by a gang or gangs to assault staff at the institution. The assessment also included an evaluation of general conditions affecting the overall operation of the state prison. View the FULL AUDIT released March 2000 by the OIG. .pdf (Adobe Acrobat) file  January 2000 (99027)Utilizing Managed Care Practices, CDC From the Results section of the Auditor's report: The department is required to provide medically necessary health care to inmates. In 1992, the department established a health care services division, whose mission is to manage and deliver health care statewide to the inmate population consistent with adopted standards for quality and scope of services within a custodial environment. The health care services division oversees the delivery of medical, dental, and psychiatric services at the institutions. To accomplish its mission, the division operates four licensed hospitals, a skilled nursing facility, 16 correctional treatment centers (CTCs), and 12 outpatient housing units. Each licensed hospital provides 24-hour acute care services to patients who require a high level of care. These hospitals offer medical, nursing, surgical, anesthesia, laboratory, radiology, pharmacy, and dietary services... View the FULL AUDIT released January 2000 by the California Bureau of State Audits. .pdf (Adobe Acrobat) file  January 2000 (99026)Excessive Personnel Costs Due to Poor Management Practices From the Results section of the Auditor's report: The department could save about $17 million a year if average sick leave use among custody staff dropped to 48 hours per year and roughly $29 million a year if it reduced its average sick leave usage to a level comparable to that of the California Highway Patrol. Besides driving up costs, the extensive use of overtime to cover employees out on sick leave often allows custody staff to earn more than their superiors; many therefore choose not to accept promotions. The department's attempts to discipline staff who claim a lot of sick leave have been ineffective in curbing excessive use. Its efforts to control sick leave costs are hampered because it does not sufficiently track the reasons that custody staff use sick leave to determine a baseline level of back-up relief staff needed and to detect patterns of excessive use... View the FULL AUDIT released January 2000 by the California Bureau of State Audits. .pdf (Adobe Acrobat) file  October 1999 (99118)Wasco State Prison: Concerns About Institutional Safety & Security From the Introduction section of the Auditor's report: In April 1999, several events occurred at Wasco that raised concerns about the safety of correctional staff and inmates. One incident involved prisoners obtaining confidential information relating to correctional officers and administrative staff. In the same month, Wasco also suffered a complete power outage that lasted for nearly seven hours. The failure of a single electrical transformer terminated the institution's incoming utility power. Because the blown transformer operates on the same electrical circuit as the emergency generators, the generators were unable to respond... View the FULL AUDIT released October 1999 by the California Bureau of State Audits. .pdf (Adobe Acrobat) file  September 1998 (98102)Prison Industry Authority: Outside Purchase of Goods & Services From the Introduction section of the Auditor's report: The California Penal Code, Section 2807(b), requires state agencies to purchase the PIA's products or the PIA can grant state agencies a waiver allowing them to purchase goods and services from other sources. The PIA can also sell its products and services to cities, counties, special districts, and public schools in the State, as well as to public agencies in other states whose laws permit it, federal agencies, and foreign governments and businesses. The CDC is the PIA's largest single customer. If the PIA cannot produce enough products or render services to meet demand, it purchases comparable finished goods and services from the private sector. The PIA calls this activity a "buyout." The PIA subsequently resells these items to its customers at its published prices. Buyouts frequently occur for the PIA's food, including bread and milk. From July 1994 through December 1997, the PIA purchased finished goods and services, including clothing, printing, and food items, 656 times from the private sector... View the FULL AUDIT released September 1998 by the California Bureau of State Audits. .pdf (Adobe Acrobat) file  September 1998 (97125)The Cost of Incarcerating Inmates in State-Run Prisons From the Introduction section of the Auditor's report: Each fiscal year, the department calculates and publishes the amount of incarceration costs per inmate. The department's calculation focuses primarily on those operating costs directly related to housing and supporting inmates, such as food, clothing, health care, and inmate activities. For fiscal year 1996-97, the department calculated annual incarceration costs at $21,012 per inmate. We reviewed the department's calculation and found that, although it appropriately reflects many of the operating costs, it does not include all costs incurred by the State. When we included all of the costs, we found that annual incarceration costs were $24,807 per inmate for fiscal year 1996-97, $3,795 higher per inmate than the department's published figure. The total difference of costs to incarcerate inmates between the department's calculation and our estimate is $517 million.... View the FULL AUDIT released September 1998 by the California Bureau of State Audits. .pdf (Adobe Acrobat) file  August 1998 (95107)Early Intervention Program - CDC, CYA and Dept of Mental Health From the Introduction section of the Auditor's report: This is the second time we have reviewed a report the CDC and the CYA have prepared on the impact of early intervention. In July 1992, we cautioned readers to be wary of the results of a similar report. These two attempts to measure the effectiveness of early intervention have therefore been inconclusive. In view of this, it would be imprudent for the Legislature or the CDC and the CYA to rely on these reports in deciding the future of the Early Intervention Program.... View the FULL AUDIT released August 1998 by the California Bureau of State Audits. .pdf (Adobe Acrobat) file RETURN to LEGAL RESOURCES Center |
