Oregon Blue Book: Department of Corrections

Department of Corrections: Agency History

Written 1996

Also see histories of individual correctional facilities in the agency subdivisions section.

Introduction
The Department of Corrections, operating under the authority of ORS 423, is responsible for the central administration of state correctional institutions. The mission of the Department of Corrections is to reduce the risk of criminal conduct through a partnership with communities, with a continuum of community supervision, incarceration, sanctions and services to manage offender behavior. The fundamental value in the continuum of probation, prison and parole is the principle that the least restrictive method be used to manage offender behavior, consistent with public safety.

Operationally the Department of Corrections is organized into several branches: Administration; Planning and Budget; Community Corrections; Inspections; Human Resources; Information Systems; Corrections Programs; and Institutions. The Administration branch consists of the Director, Deputy Director, Central Administration Manager, Communications Manager, and Administrative Services Manager. The Planning and Budget branch consists of four sections: Budget, Facilities, Research and Evaluation, and Fiscal Services. The sections under the Community Corrections branch are Community Programs, Field Automation, Support and Training, Interstate Compact, Jail Inspection Program, and Transitional Release Services. The Inspections Branch is divided into five sections: Internal Affairs, Internal Audits, Inmate Disciplinary Hearings, Administrative Rules, and Drug Control. The Human Resources branch consists of six sections: Personnel, Recruitment, Labor Relations, Payroll, Safety and Risk Management, and Staff Training and Development. Three sections are in the Information Systems branch: Application Development and Maintenance, Operations and User Support, and Central Records. The Corrections Programs branch consists of six sections: Health Services, Religious Services, Workforce Development, Education and Vocational Training, Prison Industries, and Measure 17 Field Operations. The Institutions branch includes eight sections: Classification and Transfer, Bed Rental, Gang Management, Interstate Compact, Transportation, Fugitive Apprehension, Emergency Response, and Institution Based Records, in addition to the twelve correctional institutions.

The Department of Corrections currently operates the Oregon State Penitentiary, Oregon State Correctional Institution, Oregon Women's Correctional Center, Eastern Oregon Correctional Institution, Columbia River Correctional Institution, Mill Creek Correctional Facility, Oregon Corrections Intake Center, Powder River Correctional Facility, Santiam Correctional Institution, Shutter Creek Correctional Institution, Snake River Correctional Facility, and South Fork Forest Camp.

The 1995-1997 recommended legislative budget for the Department of Corrections is $435,078,826.

History
The earliest history of corrections activity began in 1851 with the establishment of the Oregon State Penitentiary, the state's first penal institution, located in Portland (General Acts of the Second Session, Dec. 1850, p. 222). In 1862 the Governor was designated as superintendent of the Penitentiary and was authorized to appoint a warden and an assistant whom he might remove at his pleasure (O.L. 1862, p. 71).

Two years later, the early laws relating to the Penitentiary were repealed and a new law was adopted authorizing the Governor to appoint a superintendent to hold office. By law, the Governor was required to visit the Penitentiary at least four times each year (O.L. 1845-1864, p. 834). At the same time, the legislature appropriated $25,000 for the purchase of a site in Salem to be used both for a penitentiary and an asylum for the insane. A board of commissioners was established to carry out the terms of this act (Unpublished Laws 1864, p. 95/O.L. 1866, approved October 21, 1864). After several years of controversy over the practicality of operating the institution in Portland, the Penitentiary moved to its present site in Salem in 1866.

During 1891, the legislature authorized the creation of a library in the Penitentiary (O.L. 1891, p. 72), the establishment of the State Reform School in Salem to school and house juvenile offenders (O.L. 1891, p. 103), and the establishment of a State Board of Charities and Corrections to investigate all charitable and corrective institutions in the state, consisting of six members appointed by the governor for six year terms (O.L. 1891, p. 50). The legislation creating the board was repealed two years later and it was discontinued.

To supervise the employment of convicts in the operation of a jute mill, the legislature in 1893 established a Board of Prison Directors, composed of the Governor, Secretary of State, and State Treasurer (O.L. 1893, p. 32). The board was abolished when the law was repealed in 1895 (O.L. 1895, p. 41).

It wasn't until after 1910 that further significant changes occurred. The State Parole Board, consisting of three members, was established in 1911 (O.L. 1911, c. 12). Two of the members were appointed by the Governor while the third position was held by the superintendent of the Oregon State Penitentiary. The board investigated all cases where prisoners were confined under indeterminate sentences and reported parole recommendations to the governor. The Parole Board was required to keep in communication with all persons released on parole. That same year, the State Reform School's name was changed to the Oregon State Training School.

The laws involving the administration of the Penitentiary were repealed in 1913. The institution was placed under the supervision of the newly created State Board of Control (O.L. 1913, c. 78). The Board's responsibilities included appointing a warden to assume the duties previously held by the superintendent of the Penitentiary, coordinating the management of state institutions, constructing state buildings, and performing duties assigned by the Legislative Assembly. The Board consisted of the Governor, Secretary of State, State Treasurer, and an executive secretary.

The Oregon State Industrial School for Girls (later renamed Hillcrest School of Oregon) was founded in 1913, authorized under ORS 420. All girls in the state, between the ages of 12 and 21, committed by the courts to a close custody institution served at the school.

The State Board of Control was enlarged to five members in 1915, three ex-officio members and two appointed by the governor (O.L. 1915, c. 176). The ex-officio members were the superintendent of the State Penitentiary, the secretary of the Governor, and the parole officer, whose office was thereby established. Since the law failed to designate the methods of appointing the parole officer, and since the Penitentiary was under the jurisdiction of the Board of Control, the State Attorney-General ruled the board was responsible for the appointment of the parole officer. (Digest of Opinions of the Attorney General 1914-1918, p. 77).

To permit some segregation among Penitentiary inmates of different ages, the legislature established manual training workrooms and dormitory quarters (O.L. 1915, c. 243).

A flax scutching mill was established at the Penitentiary in 1915 for two major purposes: to furnish labor for prison inmates, and to foster an industry for the state that could not have been pioneered without public support. The flax plant became the principal industry at the Penitentiary and pioneered the growing and processing of fiber flax in Oregon. The mill was the largest in the United States and the flax acreage was the greatest single like acreage in the world. The mill processed flax using the Belgium method and a large part of the fiber was processed at two linen mills in Salem, the only linen mills in the West.

In 1917 the Penitentiary was again placed under the exclusive control of the Governor, who had the authority to appoint a warden as executive head of the institution. With the approval of the Governor, the warden appointed all assistants and subordinate employees who might also be removed by him (O.L. 1917, c. 174). That same year, the legislature reduced the number of members of the State Board of Control to three. The office of parole officer was retained. The officer, at a salary fixed by law, was appointed by the Governor (O.L. 1917, c. 116).

Also in 1917, the legislature created a State Lime Board, consisting of five members: the warden of the State Penitentiary, three persons appointed by the Governor, and a fifth appointed by the other four members. The term of the appointees was four years. The purpose of the act was to enable the state to acquire property containing limestone, and to manufacture and sell the products thereof (O.L. 1917, c. 397).

An amendment adopted in 1919 eliminated the warden of the Penitentiary from membership on the State Board of Control. The term of office remained at four years (O.L. 1919, c. 360).

A law was adopted in 1925 that placed younger offenders between the ages of 18 and 21 in the State Training School instead of the Penitentiary (O.L. 1925, c. 230).

Legislation delegating the power to appoint the warden of the Penitentiary and administration of the Penitentiary to the Governor were repealed in 1927 (O.L. 1927, c. 9). Once again, the Board of Control was given the responsibility for the prison and other institutions, in whose control they remained until 1969. The superintendent was designated the executive officer of the Penitentiary and assumed all the duties formerly performed by the warden (O.L. 1927, c. 269). The Board had the authority to appoint the superintendent and to remove him (O.L. 1927, c. 131). That same year, the Oregon State Training School moved to its present location in Woodburn.

In 1929, the former State Training School facility was turned over to the Penitentiary to be used as a subsidiary prison, called the Annex Farm (later renamed the Mill Creek Correctional Facility). The Annex Farm facility was rebuilt following a fire shortly after the building was vacated by the Training School. A dairy herd, other farm animals, and crops were cared for by prisoners who were housed there. They produced food for the Penitentiary's needs as well as other institutions.

The State Lime Board was abolished in 1931 and its powers and duties were transferred to the Department of Agriculture (O.L. 1931, c. 136). The lime plant received lime rock from Southern Oregon and ground it into fertilizer. It was sold to Willamette Valley farmers, virtually at cost, where soil required applications of lime to correct the acidity level.

In 1937 the Legislature passed a measure permitting the Board of Control to employ prisoners on state-owned land. The objective was to employ prisoners and at the same time provide goods and services that were not to be sold on the open market in Oregon (O.L. 1937, c. 417).

During the 1940s, several inmate industries were established. In 1943, wood cutting by groups of inmates supplied wood for various state institutions during the winters. A fruit and vegetable cannery was constructed on Penitentiary grounds in 1948, paid for by funds from the Prison Revolving Fund. Modern cannery equipment was installed and the canned products were used in state institutions. In 1949, revolving funds were made available for the purchase or lease, and operation of a pilot flax processing plant (O.L. 1949, c. 476).

Other laws adopted by the Legislature related to the transportation of prisoners and insane persons (O.L. 1945, c. 314), and rules for the parole of prisoners (O.L. 1947, c. 336).

In 1951, the Legislature authorized the Oregon State Board of Control to establish state forest work camps where minimum security classified convicts were employed for $2.00 a day (O.L. 1951, c. 559). South Fork Forest Camp was established and inmates were employed in the Tillamook burn area assisting the State Forestry Department in its reforestation program and fighting forest fires. The same year, Oregon State Training School was renamed MacLaren School honoring the late Rev. William G. MacLaren, humanitarian and reformer, who during the years 1913 to 1915 served as a voluntary chaplain to the Training School and whose interest in the concern for children and prisoners has had a significant impact on programs and policies developed during the early part of the century.

Several laws were adopted in 1953 pertaining to the manufacture and sale of prisoner's articles of handiwork (O.L. 1953, c. 537); the reduction of the term of a convict's sentence in the Penitentiary if he faithfully observed the rules of the institution (O.L. 1953, c. 560); stays of execution of judgment in criminal actions (O.L. 1953, c. 99); and death sentences could not be carried out less than 60 days after judgment (O.L. 1953, c. 104).

In 1955, the legislature discontinued the operation of the flax plant because of financial losses. The Flax and Linen Board sold and disposed all plant machinery, materials, equipment used at the Penitentiary (O.L. 1955, c. 445). Other laws were adopted that clarified issues about state institutional industries and inmate labor (O.L. 1955, c. 55). The Oregon State Correctional Institution was established that same year and became operational in 1959 when the first resident sentenced directly from a state court was received. The Institution was a drop-off point between MacLaren School and the State Penitentiary for males under the age of 26 (ORS 137.125).

During the late 1950s, legislation was passed relating to crimes and the setting of punishments to those crimes (O.L. 1957, c. 315); making it unlawful for the state to enter into any agreements or contracts with private individuals for inmate labor (O.L. 1957, c. 343); and established the Correctional Classification Board to classify inmates to reduce disciplinary and administrative problems, and to supervise and control the transfer of inmates between Oregon State Penitentiary and Oregon State Correctional Institution (O.L. 1959, c. 550).

The Legislature appropriated money in 1961 for the Board of Control to construct a separate institution for women inmates (O.L. 1961, c. 491). The upper floor of the Penitentiary housed female prisoners until 1965 when the Oregon Women's Correctional Center became operational in Salem. The Board also established scholarships programs which provided assistance in securing qualified personnel at state institutions governed by the board (O.L. 1961, c. 363). The State Board of Parole and Probation established camps where persons released on parole or probation could be employed for not more than six months at public works under the supervision of the State Board of Forestry or State Highway Commission (O.L. 1961, c. 656). Two years later, a work camp for minimum custody inmates of the Oregon State Penitentiary and Oregon State Correctional Institution was established in cooperation with all public agencies (O.L. 1963, c. 157).

Corrections Division
In order to improve services, the Board of Control made significant organizational changes in 1965 by creating several new divisions: Corrections, Mental Health, Special Educational Services, and Research and Program Evaluation. They also abolished the Corrections Classification Board (O.L. 1965, c. 616) and the Forest Camp Labor Board (ORS 421.460).

In addition to taking up the duties of the abolished boards, the responsibilities of the new Corrections Division were to supervise the management and administration of penal and correctional institutions, the juvenile training schools, and other functions related to state programs for Corrections (O.L. 1965, c. 616). The division was responsible for providing pre-sentence information to the courts in all felony cases; supervision of adults placed on probation by the courts, adults placed on parole by the Board of Parole, and inmates on felony work release placement; development of community programs designed to reduce juvenile delinquency and to provide education concerning crime and its prevention. The Corrections Division was also responsible for central administration of the Oregon State Penitentiary, the Oregon Women's Correctional Center and the Oregon State Correctional Institution. The administrator of the Corrections Division was appointed by the Board of Control to manage and administer the Corrections Division and compile statistical reports (O.L. 1965, c. 616).

During the late 1960s, the Legislature established an experimental crime prevention section within the Corrections Division, the Crime Control Coordinating Council (O.L. 1967, c. 572), and the Penitentiary Industries Advisory Committee (O.L. 1969, c. 349). The Crime Control Coordinating Council was created to assist the Governor in developing, planning, and implementing long-range state-wide crime and delinquency prevention programs for Oregon. The council was renamed the Law Enforcement Council in 1969 (O.L. 1969, Chapter 177). The Corrections Division role on the new Council was of an advisory or working relationship. The Law Enforcement Council was abolished in 1985 (O.L. 1985, Chapter 44) with some of the duties transferred to the Oregon Criminal Justice Council.

The Board of Control was abolished in 1969. Its responsibilities were divided among the Departments of General Services, Human Resources, Secretary of State, Governor, State Treasurer, and State Highway Commission. The Corrections Division was placed in the office of the Governor (O.L. 1969, c. 597). The law specified that the Division consisted of adult correctional institutions, adult community services, juvenile services, and acted as the administrative review agency for the newly reorganized State Board of Parole and Probation (O.L. 1969, c. 597). The administrator of the Corrections Division was responsible for the management and administration of the affairs and performance of the functions and duties of the Division. Subject to approval of the Governor, the administrator could organize and reorganize the Division.

The Corrections Division was the administrative arm of the Board of Parole and Probation from 1969 until 1983 when the Board was granted autonomous status.

In 1971 the Corrections Division became part of the Department of Human Resources (O.L. 1971, c. 391). Human Resources coordinated and provided for the maintenance of persons who were dependent on the state for institutional care and treatment or financial assistance. At this time the Children's Services Division was created under provision of ORS 184.805, thus eliminating the responsibility Corrections Division had for juvenile institutions and programs. Two years later, the State Correctional Education Commission was established (O.L. 1973, c. 789).

In 1975, the Corrections, Education, Planning and Development Team was created (O.L. 1975, c. 443). It consisted of staff from the Department of Education and the Corrections Division whose responsibility was to design and develop an educational system that could be operated within correctional institutions. The Team also developed community based programs to provide educational services for inmates, parolees and probationers. In 1975, the Governor's Task Force on Corrections created the Community Corrections Advisory Board (ORS 423.500-560). The Board consists of 15 members appointed by the Governor to provide improved local services for persons charged with criminal offenses with the goal of reducing the occurrence of repeat criminal offenses (O.L. 1977, c. 412).

The Community Corrections Act was passed in 1977 (O.L. 1977, c. 412). This act established and financed a state-wide community corrections program on a continuing basis. The intended purpose of the program was to provide appropriate sentencing alternatives and to provide improved local services for persons charged with criminal offenses with the goal of reducing the occurrence of repeat criminal offenses.

The Corrections Industries Board of Directors was established by the 1983 Legislature (ORS 421.310) to oversee the operation of Corrections Industries and to monitor the compliance of prison industries with applicable laws and administrative rules. Board members were appointed by the governor for a three year renewable term. The board included three members representing business and industry, three representing labor, three representing the general public and one representing the state's Department of Administrative Services.

The Eastern Oregon Correctional Institution, a medium security prison located in Pendleton opened in 1985 in the former Eastern Oregon Hospital and Training Center. The Institution was established by the Legislature in 1983 with primary emphasis on rehabilitation (O.L. 1983, c. 505).

Department of Corrections
The Corrections Division of the Department of Human Resources was abolished by the Legislative Assembly in 1987 (O.L. 1987, c. 320) and replaced by the Department of Corrections, operating under ORS 423. The Department of Corrections operates under the supervision and control of the director.

The Powder River Correctional Institution was opened in 1989, and represented the first step in the largest prison expansion program in Oregon's history. The facility was established to provide minimum security inmates with the opportunity to participate in a residential alcohol and drug-treatment program or labor-camp program prior to their release. The next year, Shutter Creek Correctional Institution was acquired from the U.S. General Services Administration at no cost to Oregon taxpayers. The former Air National Guard Radar Station was converted into a minimum security labor camp for men. The Columbia River Correctional Institution, a minimum security facility located in Portland, also opened. It houses female and male inmates in separate dormitory-style housing units.

In 1991, programs were developed that facilitated the use of offenders in forest fire suppression, in conjunction with other states in the Interstate Forest Fire Suppression Compact (O.L. 1991, c. 302). The Department of Corrections, in consultation with the State Sentencing Guidelines Board, established a special alternative incarceration program stressing a highly structured and regimented routine (O.L. 1993, c. 681).

The voters of Oregon passed three measures in 1994 affecting the Department of Corrections. Measure 10 amended the constitution to prevent the legislature from reducing a criminal sentence established by the voters without a 2/3 vote of each house. Measure 11 established mandatory sentences for listed felonies for offenders aged 15 and older. Listed felonies included murder, manslaughter, assault, kidnapping, rape, sodomy, and robbery. Measure 17 mandated that state prison inmates work or receive on-the-job training for 40 hours a week. The financial costs of these measures will add approximately $500 million dollars in expenses for the Department over the next 10 years, and require an additional 10,000 prison beds by the year 2005 (Estimate of financial impact as published in the Nov., 1994, Voter's Pamphlet).

The Community Corrections branch is the midst of extreme change. The Legislative Assembly passed SB 1145, 1995 and changed the Department's authority regarding inmates with short sentences. SB 1145 mandated that inmates with sentences of less than one year serve their time in county jails instead of the Department's prisons.

Current Organization
The current organizational structure of the Department of Corrections consists of Administration, Planning and Budget, Community Corrections, Community Programs, Inspections, Human Resources, Information Systems, and Institutions.

ADMINISTRATION
The Director is responsible for the overall management, administration, and operations of the Department. The Director is involved in planning, budgeting, establishing policies and programs, and overseeing special projects to carry out the mission of the Department, focusing on departmental relationships that are external to the agency, including overseeing lawsuits and court cases involving the Department.

The Deputy Director, in conjunction with the Director, is responsible for the overall management, administration, and operations of the Department. The Deputy Director is involved in planning, budgeting, establishing policies and programs, and overseeing special projects to carry out the mission of the Department, focusing on day-to-day and internal Department operations.

The Central Administration Manager is responsible for the management and coordination of staff and resources for the Department's central administration.

The Communications Manager is responsible for coordinating internal and external communications for the Department.

The Administrative Services Supervisor is responsible for the centralized operation and coordination of administrative support services for the Dome Building (Salem) and agency satellite offices, excluding correctional institutions and community corrections' field offices. Support services include custodial and maintenance, mail, and reception.

PLANNING and BUDGET
The Budget Unit assists the agency in insuring that available resources are used effectively and efficiently to carry out its mission by providing information and assistance to agency staff, developing and tracking budgets, processing budget requests, and performing budget projections.

The Facilities Division is responsible for capital construction, capital improvement, and deferred maintenance projects for all department facilities and institutions within the state, ensuring that facilities comply with building codes and regulations.

The Research and Evaluation Unit provides statistical information to department management on offender populations, trends and projections. It also evaluates offender program performance (inmate and community supervision programs) for cost effectiveness, offender recidivism (relapse into criminal behavior), and inmate behavior.

Fiscal Services:
The Automated Financial Accounting Manufacturing Inventory System (AFAMIS) Unit is responsible for development, maintenance, and support of AFAMIS, an integrated financial accounting system encompassing all fiscal functions within the department, excluding inmate central trust. Accounting, budget, purchasing, contracts, warehouse inventory, property control, inmate work accounting, and summary payroll information are processed on AFAMIS.

The Central Accounting Unit is responsible for centralized agency-wide financial accounting for the department, including accounts payable, accounts receivable, deposits (excluding inmate industries and inmate trust monies), general ledger transactions, and financial reports.

The Central Warehouse Unit in Salem is responsible for receiving, storage, and delivery of inventory items, including clothing, food, and office supplies, for the department's central offices and correctional institutions.

The Contract Unit provides centralized processing and tracking of agency-wide contracts and agreements, including personal service contracts, interagency and intergovernmental agreements, and interstate compacts.

The Inmate Central Trust Unit performs all accounting and financial reporting functions for inmate fund accounts.

The Inmate Work Accounting Unit is responsible for all accounting functions, including inmate compensation (payroll), related to the Inmate Industries and Work Program within the department. The work program includes a laundry service, furniture and garment manufacturing industries, computer generated mapping service, phone answering service, and farm operation.

The Property Control Unit provides centralized tracking and inventory control for controlled property agency-wide, including correctional institutions, tracks capital outlay purchases, including land and buildings, and tracks property disposal.

The Purchasing Unit provides centralized tracking and processing of all purchase requests agency-wide, including requests for correctional institutions and the Board of Parole and Post-Prison Supervision.

COMMUNITY CORRECTIONS BRANCH
The Community Programs Unit is responsible for managing the Community Corrections field office programs, including authorizing payments for contracts and agreements. The unit also oversees the work of the Training Advisory Council, Community Services Council, Sex Offender Network, Transitional Release Network, and Statewide Directors Group. The unit also was responsible for the

Local Construction Selection Committee, Community Corrections Advisory Board, and the Intermediate Sanction for Women Offender Policy Group.

The Field Automation, Support and Training Unit is responsible for providing computer support and training to the Community Corrections field staff. The unit is also responsible for establishing and maintaining the security levels for accessing the Corrections Information System by Community Correction's personnel.

The Interstate Compact Office (ICO) administers the Department's activities relating to the Uniform Act for Out-of-State Supervision for offenders on parole or probation and provides signatory authority on the Interstate Agreement on Detainer.

The Jail Inspection Program provides regular inspections of local jails and juvenile detention facilities; helps to establish guidelines and standards for construction of detention facilities and procedures used at the facilities; and ensures compliance with established guidelines and procedures.

The Transitional Release Services program coordinates the release of inmates from the State correctional institutions.

INSPECTIONS BRANCH
The director of the Inspections Branch bears the title of Inspector General as well as Assistant Director, and operates as liaison with law enforcement agencies. The responsibility of this Branch is to perform an oversight function to periodically inspect and investigate operations to ensure compliance with rules and procedures. The Inspections Branch oversees an intelligence operation designed to learn, in a timely manner, of conditions and activities that act against the effective operation of the Department. The Inspections Branch is divided into five Divisions: Internal Affairs, Internal Audits, Inmate Disciplinary Hearings, Administrative Rules, and Drug Control.

The Administrative Rules Unit is responsible for the centralized coordination, development, and maintenance of the Department's administrative rules and agency-wide procedures.

The Inmate Disciplinary Hearings Unit is responsible for the centralized processing, tracking, and monitoring of inmate disciplinary hearings held at correctional institutions state-wide. The unit processes disciplinary actions for inmate misconduct and coordinates with Department Hearings Officers who conduct hearings at correctional institutions.

The Drug Control Unit is responsible for investigating allegations of illegal drug usage, possession, and trafficking, and other types of criminal activity by inmates, Department staff, and citizens for the purpose of preventing the introduction of illegal drugs and other contraband into secure state correctional institutions. They also manage the department's canine drug detection teams.

The Internal Affairs Unit is responsible for investigating allegations of misconduct and wrongdoing against agency staff, citizens, and inmates, excluding illegal drug investigations which are conducted by the Drug Control Unit, resulting in personnel actions against staff, administrative actions against inmates, or criminal actions by the Oregon State Police against perpetrators (whether staff, inmates, or citizens).

The Internal Auditor completes performance and financial audits of agency-wide programs and contracts for the purpose of determining effectiveness, efficiency, and compliance to statutes, rules, policies, and procedures.

HUMAN RESOURCES
The Personnel Unit is responsible for the centralized management of human resources within the Department. The unit processes new employees, presents new employee orientations, and issues identification cards; provides advice and assistance to agency staff about personnel functions and issues, including Affirmative Action and Equal Employment Opportunities; and processes all personnel actions for the agency.

The Recruitment Unit is responsible for the centralized recruitment and selection of new Department employees agency-wide.

The Labor Relations Unit represents the Department and the Board of Parole and Post-prison Supervision in negotiating labor contracts and collective bargaining agreements. The unit also responds to all employment related grievances stemming from within or outside collective bargaining agreements.

The Payroll Unit is responsible for the centralized processing of agency-wide payroll information.

The Safety and Risk Manager is responsible for promoting a safe work environment for Department employees and for the centralized management and monitoring of agency compliance with state, local, and federal safety regulations, and is responsible for the centralized management of agency risk management issues and claims.

The Staff Training and Development Unit is responsible for developing and delivering training programs to agency-wide employees, contractors, and volunteers.

INFORMATION SYSTEMS
The Central Records Administrator is responsible for drafting, researching, monitoring, and maintaining personal service contracts for the Department's Information Systems (IS) and supervises the Central Records unit. The Central Records Unit is responsible for maintaining, microfilming, and storing the official offender files.

The Application Development and Maintenance Unit is responsible for developing and maintaining Department software applications, and plans and implements strategies for staff improvement and resource development regarding changing technologies.

The Operations and User Support Unit is responsible for operational support, automation security, and user support for agency-wide electronic information systems. The unit coordinates acquisition of system hardware for the Department and installs, configures, and maintains hardware and operating systems agency wide.

The Information Systems branch also maintains the Corrections Information System (CIS), an automated information system that supports offender management functions in both correctional institutions and community supervision.

CORRECTIONS PROGRAMS
The Health Services program provides centralized direction and monitors the delivery of the health care provided at DOC institutions. The Department is responsible for providing those health care services that preserve and maintain the physical and mental health status of inmates during incarceration. The services provided to inmates include emergency services, sick call, ambulatory care, dental care, infirmary care, health education, communicable disease control, sex offender treatment, alcohol and drug abuse treatment and pharmaceuticals. The Health Services Unit also conducts quality assurance and peer review of medical services including review of all deaths.

The Religious Services program is responsible for managing the constitutionally required exercise of religion. The program provides the inmates with the opportunity to practice their religious beliefs within the institutions. There are currently forty-six different religions being practiced in the Oregon correctional institutions. The Department relies on Religious Services staff chaplains and volunteers to conduct the proper services and provide spiritual counseling for the inmates.

The Workforce Development Unit primary purpose is to employ inmates in a manufacturing or service industry. The mission is to reduce inmates idleness by providing meaningful jobs, providing transferable work skills and connections to private industry, teaching good work habits, reducing institutional costs, and assisting victims of crime. The Workforce Development Section has three program to fulfill its purpose:

The Education and Vocational Training Unit provides training to the inmates to develop their skills and make them better suited for placement in the work force. The unit provides basic education skills to aid inmates with their Adult Basic Education (ABE) and in acquiring their General Education Diploma (GED). The inmates can also receive vocational training in Computer Aided Design (CAD), Computer Aided Mapping (CAM), desktop publishing, sheetmetal work, furniture construction, meat cutting, cosmetology, automotive repair, and basic computer skills.

The Prison Industries program provides centralized administrative and management support for the institutions with industries. The prison industries are commercial enterprises run from individual institutions by the institutions. Currently the seven industries are the "Prison Blues" brand garments at Eastern Oregon Correctional Institution; the prison farm at Mill Creek Correctional Institution; the laundry, furniture, and metal shop at Oregon State Penitentiary; Computer Aided Mapping at Oregon State Correctional Institution (OSCI); and telephone answering and mailing services at OSCI and the Oregon Women's Corrections Center. The prison farm provides the meat, dairy products, and crops used at the correctional institutions. The other industries sell their services and wares to state agencies and private companies.

Inmates are also placed into institution support positions including office support, janitorial, kitchen and others. The inmates are compensated as part of the 1994, Measure 17, that requires all inmates to work full time.

The Measure 17 Field Operations unit is responsible for coordinating with private industry and public agencies to provide inmate labor in accordance with Measure 17, 1994. The measure called for all inmates to work and be compensated for forty hours a week. The Field Operations unit arranges with private industry to either accept inmate workers into their business sites or open a work site at an institution. The unit also arranges with state agencies to place inmate workers in the agency.

INSTITUTIONS BRANCH
The Institutions Branch is responsible for the management of twelve prisons and corrections facilities located in the counties. The basic function is to provide secure housing, treatment, and rehabilitation opportunities to offenders who are sentenced to a term of confinement. The objective is to conduct an in depth analysis of the inmate's problems upon reception, and treat those problems during incarceration while simultaneously planning for release to the community. The Institutions Branch consists of the twelve correctional institutions and the followings units:

Classification and Transfer - Assesses the risk of inmates to engage in behavior that presents a danger to other inmates, staff, or the orderly management of the institutions. Inmates are classified as Minimum, Medium I, Medium II, Close, or Maximum custody. Approves and coordinates the transfers of all inmates between Department institutions throughout the state.

Bed Rental - Manages the rental of space for Oregon inmates in other than state institutions.

Gang Management - Includes Gang Task Force consisting of Gang Managers from each institution; staff training; and dissemination of gang information.

Interstate Compact - Monitors the compact in relation to Oregon inmates.

Transportation - Transports all transferred inmates between Department institutions, to medical appointments. and to scheduled court appearances.

Fugitive Apprehension - Unit responds immediately to institution escapes to coordinate immediate apprehension efforts.

Emergency Response - Unit responds immediately to emergency situations within institutions.

Institution Branch Records - Centralized records unit responsible for maintaining institution files for inmates.

The Department of Corrections operates twelve correctional facilities:

Columbia River Correctional Institution (CRCI) - Columbia River Correctional Institution is a minimum security facility located in Portland. The institution opened in 1990 and houses female and male inmates in separate dormitory-style housing units.

Eastern Oregon Correctional Institution (EOCI) - The Eastern Oregon Correctional Institution in Pendleton opened in 1985 in the former Eastern Oregon Hospital and Training Center. The medium security prison's primary emphasis is on rehabilitation.

Mill Creek Correctional Facility (MCCF) - In 1929, the former State Training School in Salem was turned over to the Penitentiary for use as a subsidiary minimum security prison, called the Annex Farm (later renamed Mill Creek Correctional Facility). The facility, entirely self-funded and still in use today, houses prisoners who care for a dairy herd and a variety of farm animals as well as cultivate land suitable for crops. The inmates, working under the supervision of the prison farmer, produce food for the Penitentiary's needs as well as other institutions. The prisoners' dormitory is equipped with a shop, dining room, kitchen, recreation area and guards' quarters.

Oregon Corrections Intake Center (OCIC) - Under a unique intergovernmental agreement between the State of Oregon and Clackamas County, the Department of Corrections constructed a medium security, 200 bed intake and assessment center adjacent to the Clackamas County Jail in Oregon City, which opened in 1991, the first such center in the state. The center facilitates the induction of male inmates into the state's penal system by centrally housing them until the classification and assessment process is completed.

Oregon State Correctional Institution (OSCI) - The Oregon State Correctional Institution, established by the 1955 legislature, opened in 1959 when the first resident sentenced directly from a state court was received. The Institution, located in Salem, was originally a drop-off point between MacLaren juvenile school and the State Penitentiary. The Institution houses only convicted male felons from Oregon counties who have not served a previous imprisonment in an adult penal institution, are under age 26, and who have not been convicted of the crime of murder, treason, or rape with actual force involved, and provides medium-maximum confinement for felons with less than a ten year sentence. Restoration to useful citizenship is the principal aim of the institution, which provides for academic education, vocational training skills, and the development of useful work habits. OSCI operates a farm program and a forest work camp.

Oregon State Penitentiary (OSP) - Oregon State Penitentiary, Oregon's first state prison, was originally located in Portland in 1851. In 1866, OSP was moved to Salem and enclosed by a concrete wall. It is the state's only maximum security prison. The penitentiary has a capacity of 1700 inmates and has housing units for maximum security, disciplinary segregation, offenders with psychiatric problems, and inmates sentenced to death.

Oregon Women's Correctional Center (OWCC) - The Oregon Women's Correctional Center, a medium security facility located adjacent to the State Penitentiary in Salem, opened in 1965 and became autonomous in 1972. Various programs offered to inmates include GED preparation, business skills upgrade, classes at the State Penitentiary, cosmetology, apprenticeships, nurse's aide training, and vocational training. The Women's Release Unit, on the grounds of Oregon State Hospital, allows inmates to attend college classes or job assignments.

Powder River Correctional Institution (PRCI) - The Powder River Correctional Institution, opened in 1989 in Baker City, was established to provide minimum security inmates with the opportunity to participate in a residential alcohol and drug-treatment program or labor-camp program prior to their release. The inmates follow a strict regimen of work, education, individual and group counseling, family therapy, recreation and other program activity from 10 to 12 hours daily.

Santiam Correctional Institution (SCI) - Santiam Correctional Institution, a minimum-security facility in Salem, offers community reintegration programs for inmates prior to release from secure facilities. While waiting for release, inmates are assigned to supervised work programs in the community and participate in transitional program activities.

Shutter Creek Correctional Institution (SCCI) - Shutter Creek Correctional Institution, a former Air National Guard Radar Station in North Bend which was converted into a minimum security labor camp for men, opened in 1990. The site consists of 56 acres containing 20 buildings surrounded by forest land. The majority of the inmates are employed on "public service work crews" in the forests, parks, highways, beaches and waterways. The institution offers work programs, adult education programs, drug and alcohol treatment, and religious activities.

Snake River Correctional Facility (SRCF) - In Ontario, the Snake River Correctional Facility houses, in separate sections, both medium security and minimum security inmates. Minimum security inmates work in the prison warehouse and motor pool, and maintain the prison grounds.

South Fork Forest Camp (SFFC) - Since 1951, minimum security South Fork Forest Camp inmates have been employed in the Tillamook burn area assisting the State Forestry Department in its reforestation program. Several inmate forest fire-fighting crews are trained and maintained at this facility and are utilized on major forest fires throughout the state. Through agreement with the federal government, conscientious objectors to military service could also serve their respective sentences at the camp.

MacLaren and Hillcrest Schools
MacLaren and Hillcrest Schools for juveniles were operated by the Corrections Division between 1965 and 1971. When the Children Services Division in the Department of Human Resources was created, the Corrections Division's role with the institutions was discontinued.

Hillcrest School of Oregon - Hillcrest School of Oregon, founded in 1913 in Salem, houses girls between 12 and 21 who are committed by the courts to a close custody institution. The goals of the school are to foster the development and practice of constructive social attitudes as well as sound moral values so each student can grow into a well balanced and responsible individual. In the 1973-75 biennium, Hillcrest School explored a co-educational and co-residential program with MacLaren School for Boys. Boys are chosen from MacLaren when it is felt they can profit by the program at Hillcrest. The Robert S. Farrell High School, the educational component of Hillcrest, is a standard high school in that all credits accrued are acceptable at public schools. The high school is now co-educational and provides close custody education.

MacLaren School for Boys - The MacLaren School, originally called the State Reform School, was established in Salem in 1891 to school and house juvenile offenders. In 1927 the facilities moved to their present location in Woodburn. Residential care is provided for boys, between the ages of 12 and 21, who are committed by juvenile court. The school's goal is to integrate students into their home communities as law-abiding, responsible and productive individuals. A work release program allows students to maintain regular employment in the immediate Woodburn area, while continuing to reside at the school.

BIBLIOGRAPHY
Annual Report. Department of Corrections, 1963-1991.

Biennial Report. Oregon State Penitentiary, 1909-1954.

Biennial Report of the State Board of Charities and Corrections. Public Welfare Bureau, 1892.

Dictionary of Oregon History. Howard McKinley Corning, editor. Portland: Binfords and Mort, Publishers, 1956.

History of State Administrative Agencies in Oregon. 1843-1937, Oregon State Planning Board, 1939.

Information Handbook. Department of Corrections, 1993.

Oregon Blue Book. Secretary of State. 1911-1988.

Oregon Laws. 1905-1994.

Oregon Revised Statutes. 1993.

Report of the Penitentiary Commissioners. Oregon Laws, 1865.

Summary of the Governor's Budget 1995-97. Oregon Department of Administrative Services.

The Prison Labor Problem in Oregon. The Prison Industries Reorganization Administration, 1938.

CHRONOLOGY - Oregon Department of Corrections
1851 - Oregon State Penitentiary established in Portland.

1862 - Governor designated as superintendent of the state Penitentiary.

1864 - Laws adopted authorizing Governor to appoint superintendent of Penitentiary.

1866 - State Penitentiary relocated to Salem.

1891 - Penitentiary library established. State Board of Charities and Corrections was established. State Reform School established.

1893 - Law establishing State Board of Charities and Corrections repealed. Board of Prison Directors created.

1895 - Provision for the Board of Prison Directors repealed.

1911 - State Parole Board established. State Reform School renamed Oregon State Training School.

1913 - Law involving administration of Penitentiary repealed. Institution placed under supervision of new State Board of Control. Oregon State Industrial School for Girls established.

1915 - Flax mill established at Penitentiary.

1917 - State Lime Board created. Penitentiary placed under exclusive control of the Governor.

1919 - Penitentiary warden's membership on the State Board of Control was eliminated.

1927 - Governor's authority to appoint warden of Penitentiary and to supervise administration repealed. Board of Control assumed responsibility. Oregon State Training School relocated to Woodburn.

1929 - Annex Farm facility established.

1931 - State Lime Board abolished.

1937 - Law passed permitting Board of Control to employ prisoners on state-owned land.

1947 - Laws established for the parole of prisoners.

1948 - Cannery industry started at Penitentiary.

1951 - Forest work camps for inmates established. Oregon State Training School renamed MacLaren School.

1953 - Manufacture and sale of prisoner's articles of handiwork allowed. Law established reduction of sentences if prisoner faithfully observed rules of the institution.

1955 - Flax plant operation discontinued. Oregon State Correctional Institution established.

1957 - Laws establish crimes and punishments for those crimes. Contracts for inmate labor for private individuals discontinued.

1959 - Correctional Classification Board established.

1961 - Board of Control appropriates money for women's correctional facility, and establishes scholarship program to assist in securing qualified personnel at state institutions.

1963 - Work camps for minimum custody inmates established.

1965 - Oregon Women's Correctional Center becomes operational. Board of Control reorganizes, creates Corrections Division. Corrections Classification Board and Forest Camp Labor Board abolished.

1967 - Crime Control Coordinating Council established.

1969 - Board of Control abolished. Corrections Division responsibility moved to Governor's Office. State Board of Parole and Probation reorganized. Penitentiary Industries Advisory Committee established.

1971 - Corrections Division responsibility moved to Department of Human Resources. Children's Services Division established, eliminating Corrections' responsibility for juvenile institutions and programs.

1973 - State Correctional Education Commission established.

1983 - Eastern Oregon Correctional Institution established. Corrections Industries Board of Directors established.

1987 - Corrections Division abolished. New Department of Corrections established.

1989 - Powder River Correctional Institution established.

1990 - Shutter Creek Correctional Institution and Columbia River Correctional Institution established.

1991 - Offender forest fire suppression program established.

1993 - Alternative incarceration program stressing a highly structured and regimented routine established.

1994 - Crime sentencing requirements changed, and state prisoners required to work 40 hours a week (Measure 17).