Search results matching tag 'Illinois'

Cook County Jail

arhunt — Sun, 23 Sep 2007 22:27:15 GMT

SEARCH FOR INMATE LOCATION
Name of the facility: Cook County Department of Corrections a.k.a. Cook County Jail Location: 2700 South California Avenue Chicago, Illinois 60608 Contact us: 1-773-869-5245 (automated help line) (773) 869-7100 (main telephone number) Other Important Telephone numbers:

Business Office:	(773) 869-6866
Legal Office:	(773) 869-7683
Office of the Executive Director:	(773) 869-2859
Program Services:	(773) 869-6815
Records Department:	(773) 869-6804
Training Academy:	(708) 583-3150
Trust / Personal Property:	(773) 869-6864

The Cook County Department of Corrections is the largest (96 acres) single-site county pre-detention facility in the United States. Primarily holding pre-trial offenders, the Department admitted 86,110 detainees in 1996 and averaged a daily population of approximately 9,000.

FREQUENTLY ASKED QUESTIONS

I would like to visit an inmate, how can I find out the inmate's housing location?
Use our automated system 1-773-869-5245.

Are money orders accepted for bonding purposes?
No. Only cash and certified checks are accepted for bonding purposes, and the use of certified checks must be done during normal banking hours.

Credit Cards are now being accepted for cash bail. Posting of Bail Bonds by Credit Card must be transacted in person at the 26th and California facility.

What is the address to send mail to an inmate?
The mailing address for sending letters to detainees is:

P.O. Box 089002
Chicago, Illinois 60608

Be sure to include with the address the detainees name and I.D. number. (I.D. #'s can be retrieved from our automated system 1-773-869-5245).

What items CANNOT be mailed to an inmate?
View the listing. Some of these items will be made available to the inmate through Commissary.

How do I wire an inmate funds for Commissary?
You can wire money to an inmate through WESTERN UNION using a QUICK COLLECT®. You will need the following information:

CODE CITY = CCDOC
STATE = Illinois
Account = [Enter the inmate's full name and I.D. #]

VISITATION FOR INMATES

The Cook County Department of Corrections encourages inmates to maintain ties with their families and friends through regular visits. Family visiting is scheduled to allow access on a regular basis limited only by staff demands and the visiting facilities in the Department.

Requirements for Entry into the Facility

Identification: driver’s license, school identification card, voter’s card, birth certificate, passport, or any acceptable identification card with a photo.
Registration: Each visitor is required to register on the Visitor Registration Form, providing their name and address and the relationship to the detainee.
Search: All visitors are subject to search prior to being allowed to visit any inmate.

To find an inmate’s housing location call
1-773-869-5245

PROGRAMS AND SERVICES

The Mission Statement of the Program Services Department is to provide information, social services, technical assistance, and cultural enrichment programs to detainees at the Cook County Department of Corrections.

Program Services has 38 employees that provide services to approximately 10,000 detainees on a daily basis. In 1996, 169,456 informational and job–related services were provided for the detainees population.

Law librarians stock, manage and update the law libraries in ten divisions. In 1996, 70,000 detainees were afforded an opportunity to research their cases, and in many cases, defend themselves in Court.

If DOC rules and regulations are broken by detainees, the infraction is written up by a DOC officer or supervisor. Two inmate boards hear and administer findings on these infractions. During 1996, 9,916 cases were heard. The detainee, who has experienced an injustice, has a right to file a complaint regarding housing, or general or medical treatment and to grieve the situation. The Department attempts to alleviate tension by resolving as many of these problems and concerns as possible.

The Program Services Correctional Rehabilitation Worker serves as a liason for detainees in regard to their families, attorneys, the courts and other social service agencies. There are 19 Correctional Rehabilitation Workers; each has an average case load of 550. Notary service is also available.

The Cook County Department of Corrections also relies on interns and volunteers to supplement staffing; 30 college students expanded their learning fields of criminal justice or social work as interns under the supervision of a seasoned Correctional Rehabilitation Worker. Tutoring, bible study, self–enhancement and cultural enrichment programs, holiday treats (holiday dinner, candy, etc.), socks and soap are provided by more than 450 volunteers.

Religious services are held daily in every division with 20 chaplains providing services and counseling to the detainees.

Beauty shops and barber shops, staffed by detainees, are also available in each division to enhance personal hygiene. Veterans can keep abreast of benefits by requesting veteran services. Other agencies available through the DOC include the Department of Children and Family Services; Chicago Legal Aid to Incarcerated Mothers (CLAIM); the John Howard Association, a prisioners’ rights organization; TASC (Treatment Alternative to Street Crime); and after–care programs such as My Sister’s Keeper.

Detainees are encouraged to vote in local and national elections; voters’ registration and absentee voting are provided and stringently monitored by the Cook County Board of Elections.

Marriages are also performed by a judge in Criminal Courts on a monthly basis.

Detainees, with the encouragement of officers, teachers, and civilian staff, participate in programs saluting ethnic holidays such as Kwanzaa, Cinco de Mayo, etc. Professional entertainers and motivational speakers also make frequent presentations at the Department of Corrections.

Western Illinois Correctional Center - Clayton Work Camp

arhunt — Thu, 02 Aug 2007 04:26:52 GMT

Western Illinois Correctional Center
Opened: April 1989
Capacity: 1,102
Level 2: Secure Medium-Security Adult Male
Average Daily Population: 1,921

Western Illinois Correctional Center is the parent institution for the following location(s):

Clayton Work Camp
Level 7: Low Minimum-Security Adult Male
Average Daily Population: 145

Total Average Daily Population: 2,066
Average Age: 33

VISITATION

ALL VISITORS, INCLUDING ATTORNEYS, MUST BE ON THE INMATE'S APPROVED VISITING LIST IN ORDER TO VISIT. PROSPECTIVE VISITORS SHOULD CONTACT THE INMATE TO HAVE THEM PLACED ON THE VISITING LIST.

Information on this page is intended to answer questions and provide guidance for individuals who want to visit an inmate at an Illinois correctional facility.

You may download files to study the Visitation Rules that govern behavior of inmates and visitors.

Business Mail:
R.R. 4 Box 196
Mount Sterling, Il 62353

Phone: (217) 773-4441
Fax: (217) 773-2202 Inmate Mail:
R.R. 4 Box 196
Mount Sterling, Il 62353

Western Illinois Correctional Center is a Level 2 secure-medium facility located on Rt. 99 south of Mt. Sterling 40 miles south of Macomb and 40 miles northwest of Jacksonville. Construction on the facility began on Oct. 18, 1987, with the first offenders arriving on April 22, 1989. There are 21 buildings inside a perimeter fence surrounding 32 acres. The buildings include four residential housing units, an administration, medical and receiving unit building, a dietary, warehouse and maintenance complex, a multi-purpose building with education and recreation areas and a work camp. The prison also operates a Correctional Industries factory processing meat products.

Clayton Work Camp is a low minimum-security facility of the Western Illinois Correctional Center located 11 miles from Mt. Sterling and was added in 1993 housing 150 offenders in a dormitory setting. All areas of the work camp are contained within one structure that includes three offender dorms, dayroom, education classroom, laundry, barber shop, administrative offices, showers, visitation area, gymnasium, dietary and kitchen.

Highlights

Western constructed a new free-standing warehouse freezer. It will totally replace the cubic footage of the present warehouse freezers. This will allow the center to use the old freezers as a combination of coolers and dry storage.

Western replaced the lock cylinders in Housing Unit R-3. They had become a security problem due to wear. The Capital Programs Unit purchased the cylinders and Western's Maintenance Department did the replacement along the key and cell match up.

During this fiscal year, Western began work on the installation of the new food pass through doors and locks on the cell doors of R-4 A and B wings. Capital Programs purchased the materials and Western's Maintenance Department provided the installation.

Reducing Recidivism

As a Level 2 facility, Western Illinois Correctional Center provides offenders with a variety of programs and services to assist them with a successful reintegration into society upon parole and eventual discharge. Such programming is available to offenders through the Education Department, Clinical Services, Religious Programming and the Health Care Unit.

Western Illinois Correctional Center provides offenders the opportunity to build upon their basic education level by obtaining a GED. Offenders may also elect to participate in vocational courses with the goal of obtaining skills necessary to enter the civilian work force. Such programs include automotive technology, business management, computer technology, construction occupations, food service technology and horticulture.

Clinical Services counseling staff assist in inmate issues regarding release dates, services upon release, suitable living arrangements and parole expectations. The Clinical Services Department also assists inmates in getting necessary identification documents for use when paroled. The release process is also discussed in the Pre-Start program and during contacts with the field services counselor. Other programming available to offenders on a voluntary basis include an anger management program and a substance abuse education program.

The Chaplaincy Department at the center offers various religious programs on a daily basis to provide offenders with a sound spiritual foundation. Offenders are given the opportunity to consider morals and values to assist in guidance following their release.

The Health Care Unit prepares offenders for release into the community by way of discharge planning. Offenders in need of health services upon release are assured follow-up care is provided and a supply of medication is sent with the offender as necessary. Additionally, programming offered by the facility psychologist includes sex offender group, stress management and offenders with HIV support group. The center also uses the AIDS peer education program to share information with offenders returning to society.

Security Initiatives

During this fiscal year, Western changed the security fence and gate layout at the operations area. The new arrangement allows for improved movement of segregation and receiving inmates to the Health Care Unit and for visits while retaining security to the sally port, Industries Building, maintenance and warehouse areas. As a Level 2 facility, moving this fence tightens security by controlling the movement of inmates to keep them away from specific areas.

Since Western has been upgraded to a Level 2 facility, windows with steel bars were built and installed on the dietary tower, which increased security for officers assigned to that post.

Fiscal Responsibility and Budgetary Compliance

During FY 2003, Western had numerous staff accept the early retirement package. This affected almost every department at this facility. Each department had to re-evaluate the workloads and re-assign the duties that were previously done by retirees. In re-assigning these duties, the center had to ensure that it maintained accountability and separation of duties according to generally accepted accounting principles while maintaining compliance according to the Administrative Directives.

Also during this fiscal year, this institution consistently evaluated and re-evaluated expenditures to stay within its allotted budget while dealing with staff shortages, temporary assignments to fill vacancies and controlling overtime. The center strived to save money on road trips for writs and furloughs by monitoring the time of day staff leave in order to save overtime and also combining trips and resources. As always, the facility strives to do more with less. Staff has again been asked to only purchase what is absolutely necessary. This includes office supplies to equipment. The center monitors purchases closely to hold down spending in all areas of the facility. The center constantly looks for new cost-saving methods to implement, yet keeps the facility up to high standards in areas such as security, cleanliness and programs.

Indicator Reports

Western had 120 students complete the Adult Basic Education course during FY 2003. There were 80 inmates who took the GED test with 72 passing, a 90 percent success rate. There were 60 inmates who received certificates in custodial maintenance. There were 937 life skills referrals forwarded to life skills centers. With a 7,340 total from all adult institutions, Western had 12.77 percent of the total.

During FY 2003, 104 inmates earned college vocational certificates. In addition, two former students were able to complete requirements to earn their associate of applied science degree in automotive technology with MacMurray College. The construction occupations class completed several projects for non-profit groups in the area. The food service program continued to provide students with the opportunity to complete the state safety sanitation exam as part of its curriculum. All 14 students passed the exam and may now improve their employment opportunities upon release.

Clayton Work Camp sent work crews to assist with community events during FY 2003, such as Gus Macker, Avenue Of Lights, the KC Bar BQ, Briney Levee, Hager Slough Levee cleanup, IYC-Rushville and Lima tornado cleanup. Total work crew hours for FY 2003 were 70,569 with a monthly average of 5880.75. This is an increase of more than 50,000 work crew hours from FY 2002, when there was a monthly average of 4,400 hours. Assisting in community projects or times of need is a way to show support for the agency's communities as well as build good public relations for the department and the state of Illinois.

Between FY 2002 and FY 2003, Western saw a reduction in confiscated weapons, disciplinary transfers, unusual incidents and lockdown days. During FY 2003, Western confiscated six weapons, which is down from 56 weapons confiscated during FY 2002. During FY 2003, Western conducted 139 disciplinary transfers, which is down from 433 disciplinary transfers during FY 2002. During FY 2003, Western reported 94 unusual incidents, which is down from 127 reported during FY 2002. Lockdown days during FY 2003 were four full days and 16 partial days, which is down from FY 2002 when Western was locked down 21 full days and seven partial days. Upgrades were done to the facility when it became a Level 2 facility. As these upgrades have been completed, they increased and enhanced security at this facility.

New Technology and Automated Enhancements

Control systems in the housing units were replaced with computerized systems. This was a complete rebuilding, including floors, ceilings, cabinets, consoles, air-conditioning, lights, fans, intercoms, door controls and emergency systems, which are now controlled by two personal computers connected to a programmable logic controller. A special feature to the system is date manager, which electronically records every event called for on the touch screen by time, date and operator with logon identification number.

A total rehabilitation of all the housing unit showers has been completed. The old tile showers had been leaking for several years. The project included new stainless steel vent covers and polycarbonate light fixtures. A final security enhancement was the addition of custom stainless steel bar cages with cuff slots in the segregation and receiving showers.

Conclusion

Western Illinois Correctional Industry meat processing plant produced approximately five million pounds of product with a gross income of more than $7 million in sales. With an added emphasis on cost savings for the state, Industries is being looked at as part of the cost-cutting solution. An increased use of Correctional Industries products offers the potential of real growth for Western Illinois Correctional Center Industries in the coming years.

Westside ATC

arhunt — Thu, 02 Aug 2007 04:24:56 GMT

Westside ATC
Opened: July 1993
Capacity: 190
Level 8: Transitional-Security Male
Average Daily Population: 187
Total Average Daily Population: 187
Average Age: 31
Average Annual Cost Per Inmate: $23,033.00

VISITATION

ALL VISITORS, INCLUDING ATTORNEYS, MUST BE ON THE INMATE'S APPROVED VISITING LIST IN ORDER TO VISIT. PROSPECTIVE VISITORS SHOULD CONTACT THE INMATE TO HAVE THEM PLACED ON THE VISITING LIST.

Information on this page is intended to answer questions and provide guidance for individuals who want to visit an inmate at an Illinois correctional facility.

You may download files to study the Visitation Rules that govern behavior of inmates and visitors.

Business Mail:
121 North Campbell
Chicago, Il 60612

Phone: (312) 633-3838
Inmate Mail:
121 North Campbell
Chicago, Il 60612

West Side Adult Transition Center (ATC) provides a wide-range of reintegration programs focusing on education, vocational training, life skills, substance abuse and employment. These programs are tools to assist residents in making a positive decision to change for themselves and their families.

West Side ATC continues to maintain effective linkage to community resources with which residents can continue upon parole, thereby maintaining a continuum of service.

As a Level 8 adult facility, the security initiative and programs are focused. The GED and Adult Basic Education classes are conducted in house and life skills classes enhanced by teaching staff from Roosevelt University. These classes are geared toward residents who have less than two years of their sentence remaining and have not been found guilty of a violent crime. As most have been convicted of a drug-related crime, the substance abuse program includes individual assessments and counseling as well as group sessions.

Security initiatives include shortening free-time curfew, intensifying spot checks and permitting no movement for major holidays, resulting in a 40 percent decrease in the number of residents who failed to return.

All residents returning from a leave are drug tested routinely and have shown a 69 percent decrease in positive results.

Highlights

Security measures have been upgraded to include designated phone lines with caller ID and to monitor equipment for resident telephones as well as an upgraded automated door control panel in the main control.

Public service participation included Clean Green Day, which involves the local neighborhood.

The concerted effort to maintain a positive attitude in the interaction of staff and residents is reflected in no inmate-on-staff assaults and only six resident grievances. This is also seen in the gainful employment of residents, which has increased maintenance payments to the General Revenue Fund by $30,000.

As West Side enters the next fiscal year, preparations are in motion to enhance the training, education and well-being of residents by expansion of the programs area to include a library and recreation center as well as an additional classroom. The format of the renovations and program structure is in conjunction with the continuum of services throughout the department.

Illinois Youth Center Warrenville

arhunt — Thu, 02 Aug 2007 04:23:23 GMT

Illinois Youth Center Warrenville
Opened: January 1973
Capacity: 86
Level 1: Maximum-Security Juvenile Female
Average Daily Population: 103
Total Average Daily Population: 103
Average Age: 17
Average Annual Cost Per Inmate: $80,365.00

VISITATION

ALL VISITORS, INCLUDING ATTORNEYS, MUST BE ON THE INMATE'S APPROVED VISITING LIST IN ORDER TO VISIT. PROSPECTIVE VISITORS SHOULD CONTACT THE INMATE TO HAVE THEM PLACED ON THE VISITING LIST.

Information on this page is intended to answer questions and provide guidance for individuals who want to visit an inmate at an Illinois correctional facility.

You may download files to study the Visitation Rules that govern behavior of inmates and visitors.

Business Mail:
30 W 200 Ferry Rd
P.O. Box 828
Warrenville, Il 60555

Phone: (630) 983-6231
Inmate Mail:
30 W 200 Ferry Rd
P.O. Box 828
Warrenville, Il 60555

Illinois Youth Center-Warrenville is a juvenile female correctional facility with a capacity of 86 and a current average population of 103 youth. IYC-Warrenville is a maximum-security facility, which also serves as a reception, assessment and residential program for the juvenile female population committed to the Illinois Department of Corrections. It was the first co-ed training school in the U.S. accredited by the American Correctional Association. The center was designed, built and paid for in 1973 by Standard Oil Company of Indiana at no cost to the State of Illinois. The 30-acre complex is located 35 miles west of Chicago, just off the East-West Tollway.

IYC-Warrenville serves a juvenile female population with multi-service needs. The center provides GED and high school diploma academic services, an in-patient substance abuse treatment program, vocational programs, mental health services, medical services, clinical services, leisure time activities, parenting education, assessments and family reunification programming. The average age of the juvenile females at the center is 16.3 years.

Highlights

The center had several accomplishments during FY 2003. One accomplishment was the development and implementation of a new program called FOCUS (Female Offenders and Children Uniting Safely). The FOCUS program is a program consisting of four components, which emphasizes pregnancy education, parenting education, child development and life skills enhancement for juvenile females. The FOCUS program received national attention for its cutting edge approach in addressing juvenile female offender issues in the December 2002 newsletter of the Association on Programs for Female Offenders.

Another accomplishment worth highlighting is the revamping of the center's staff development and training initiative. Staff development and training were enhanced to promote cross training among the various departments within the center. While continuing to address safety and security priorities, training was enhanced to address juvenile female gender specific needs, mental health development and treatment and adolescent behavior issues. Approaches to quickly identify and de-escalate negative behaviors with the youth before situations escalated to major issues are emphasized. Staff training was revamped to encourage discussion, exchanging of ideas and open the channels of communication between staff within the various departments of the center. This approach has enabled the center's departments to work better collectively toward meeting the total needs of the juvenile female offender.

A third accomplishment is the implementation of approximately $2.5 million in renovations to the center's main building and its grounds. These renovations include a remodeling of the main building to include a state-of-the-art control center, a refurbished Medical Unit, an infirmary, a Dental Unit, an enhanced visiting room, staff offices and an improved activity center for the youths.

Renovations also include replacement of all security doors and locks on three of the residential units and the main building. Plumbing renovations were also enhanced through the replacement of sanitary lines to each of the residential living units. Facility perimeter lighting was greatly improved by replacing antiquated underground wiring and adding additional light poles throughout the center's perimeter.

Reducing Recidivism

The center has two programs that have been instrumental in reducing recidivism rates. First is the Wells Center Substance Abuse Treatment Program. Many juvenile females enter the facility with substance abuse issues. Services in this program are designed to educate juvenile females about the effects of substances on the body and mind. Through the joint efforts of the Wells Center and correctional staff, the juvenile females are provided an environment conducive to positive growth and change. Every effort is made to provide comprehensive services to ensure that the juvenile females return to the community educated and substance free. The recidivism rate for juvenile females who completed the Wells Center program was 28 percent during FY 2003.

Second is the FOCUS program. This program emphasizes a proactive educational approach toward parenting, the adolescent's personal development and prevention of future problems. To this end, the program provides education and support that can enhance effective functioning as a parent and foster a sense of personal self-sufficiency and empowerment. The program provides resources and support to assist the juvenile female in fulfilling her parental responsibilities and increasing her sense of self-worth and control. With the information and skills, the hope is that the juvenile female will be able to fulfill her responsibilities and be successful in the community. The success rate for juvenile females who have participated in the FOCUS program and had not returned as parole violators was 80 percent during FY 2003.

Security Initiatives

During FY 2003, the center received a significant increase in felony commitments compared to FY 2002. An increase in assault crimes and violent offenses by juvenile female offenders has required greater awareness of security measures by all staff at the center. As a result, extreme and high escape youth classification risks have increased. To meet this challenge, the center has implemented tight security measures to control youth movement. All juvenile female offenders designated as extreme escape risks are placed in full security restraints when escorted outside of their designated residential living unit or from the main building. This tough approach has reduced youth conversations about plotting escape attempts.

Another security initiative has been to enhance training to security staff working with a diverse population. As a Level 1 maximum security and reception and classification center, the juvenile female offender population remains diverse with multiple programmatic needs. More than half of the population at the center requires psychotropic medication for mental health illnesses. Housing youth with diagnosed mental health disorders, along with youth suffering with behavioral disorders and pregnant juvenile female offenders, has proven to be a challenging task.

Each group, while having some common needs, also has distinct and specialized needs. As a result, a greater emphasis has been placed on cross training between the Security Department and the Mental Health Department to better educate and develop an understanding of the diverse needs of the juvenile female offender. This initiative has increased communication and understanding between the two departments and their ability to work collaboratively in meeting the needs of the juvenile females at the center.

Fiscal Responsibility and Budgetary Compliance

Due to budgetary constraints in FY 2003, the center continued the trend it set in FY 2002 in minimizing its overtime expenditures by streamlining positions and work assignments. The center better monitored transportation by coordinating scheduled trips with parole violator pickups. Room assignments were closely monitored allowing for cottages to be closed during times when population numbers were low. As a result of close monitoring, the center's overtime expenditure for FY 2003 was $404,000, which remained below the center's five-year average of $455,000.

Indicator Reports

There was a 9 percent decrease in commitments to the center as compared to FY 2002. During FY 2003, the center also had a 100 percent GED graduation rate.

Due to innovative security initiatives, during the last six months of FY 2003, there was a 44 percent reduction in staff assaults compared to the previous six months. Chemical agent was used twice to combat aggressive youth behavior despite the significant increase in felony commitments. There were no attempted escapes at the center and vehicle searches increased by 68 percent during FY 2003 from FY 2002.

In addition, no employees tested positive for illegal substances during FY 2003 and no youths tested positive for illegal substances while incarcerated at IYC-Warrenville during FY 2003. Also, there have been no serious youth suicide attempts for the last three years.

New Technology and Automated Enhancements

During FY 2003, the center implemented phase one of its video surveillance system upgrade project. Phase one of this project included the installation of a digital video surveillance system throughout the main building of the facility. This included adding video cameras to the library, gymnasium, hallways, Dietary Unit, visitor's room and outside walkways to the classrooms.

This new system has allowed for tighter security monitoring of youth movement during school hours, evening activities, meals and between buildings. The enhanced surveillance system has led to a decrease in youth allegations against staff, fewer staff assaults and greater accountability for youth misconduct.

The center has also initiated an upgrade to its computer network system by adding new terminals at several locations within the academic, clinical and treatment unit departments. Older computer units have been replaced with new units and software upgrades have been installed throughout the facility's network system. These improvements have increased the facility's ability to gather vital information and input additional data into the Juvenile Tracking System database. This added information improves tracking abilities for identification of trends and behavior based on housing assignments.

Conclusion

IYC-Warrenville employees have continued to meet the challenges given them during the budgetary problems of FY 2003. Despite shortages in staffing, limited resources and budgetary cutbacks, staff has pulled together to collectively meet the demands of a changing and more aggressive juvenile female population. While the demand to do more with less has continued, staff has ensured security awareness and programming initiatives have remained at the top of the priority list for the juvenile female population. The center's staff has demonstrated what dedication and commitment are all about in working with the youth during these lean times.

Vienna Correctional Center

arhunt — Thu, 02 Aug 2007 04:21:41 GMT

Vienna Correctional Center
Opened: November 1965
Capacity: 885
Level 6: Minimum-Security All
Average Daily Population: 1,595
Total Average Daily Population: 1,595
Average Age: 32
Average Annual Cost Per Inmate: $17,370.00

VISITATION

ALL VISITORS, INCLUDING ATTORNEYS, MUST BE ON THE INMATE'S APPROVED VISITING LIST IN ORDER TO VISIT. PROSPECTIVE VISITORS SHOULD CONTACT THE INMATE TO HAVE THEM PLACED ON THE VISITING LIST.

Information on this page is intended to answer questions and provide guidance for individuals who want to visit an inmate at an Illinois correctional facility.

You may download files to study the Visitation Rules that govern behavior of inmates and visitors.

On the first visit to any correctional facility, the visitors will be required to have a photo identification, such as a driver's license, a state identification card, or acceptable documentation of non-US citizen including a current passport, Visa, or Matricula, and documentation that includes their date of birth.

Please have two forms of identification; one should be a photo ID for additional visits.

9:00 a.m. - 6:00 p.m. Monday through Friday
9:00 a.m. - 2:00 p.m. and 3:30 p.m. - 9:00 p.m. on Weekends and Holidays

No visitor shall be admitted beginning one hour prior to the end of visiting hours.

Business Mail:
6695 State Route #146 East
Vienna, Il 62995

Phone: (618) 658-8371
Fax: (618) 658-3609 Inmate Mail:
6695 State Route #146 East
P.O. Box 100
Vienna, Il 62995

The Vienna Correctional Center is a Level 6 minimum-security facility that houses adult male offenders. The facility opened in 1965 and is located in southern Illinois adjacent to the Shawnee National Forest in Johnson County.

The physical design of Vienna Correctional Center is based on the town square concept, which includes the dining facility, library, chapels, commissary, barbershop and gymnasium. The six housing units are positioned in a manner that promotes awareness and interaction with others. The housing capacity of Vienna Correctional Center is 885. Criteria for placement at Vienna Correctional Center requires that an offender be within five years of his anticipated release date, exhibit positive institutional adjustment and exhibit measurable participation in rehabilitative and/or educational programs.

Vienna Correctional Center is the parent facility to the Impact Incarceration Program (IIP) at Dixon Springs, which is located in Pope County. Designated as a Level 7 facility, the IIP was opened in 1990. The bootcamp philosophy is designed to provide a short-term program of labor intensive discipline to include programming geared toward improving self-esteem and discouraging further criminal behavior. The IIP is a co-ed program with a housing capacity for 284 offenders, designed for 50 female and 234 male participants. During FY 2003, the average age of offenders involved in the program was 21 years, with an average daily population of 239 offenders.

Highlights

In the spring of FY 2003, a housing ventilation air-conditioning upgrade project was initiated to improve the ambient air quality in the living units. Upon completion of the project, the entire ventilation system, including ductwork, will be replaced in each of the six living units.

To centralize educational programs at the facility, the general library was relocated to the education building. The project required renovating underused classroom space and constructing shelving units and work-study areas. This allowed offenders enrolled in the constructional occupations program an opportunity to experience hands-on application of training obtained in the classroom.

Offenders assigned to the IIP program provided approximately 5,201 man-hours in tornado relief efforts during the spring of 2003. Offenders participating in the IIP program assist surrounding communities by completing public service projects for state parks, correctional facilities, surrounding towns and highway work programs in cooperation with the Illinois Department of Transportation. During the past year, work crews have performed special details, which included set-ups for local encampments, festivals and charity drives.

Reducing Recidivism

In keeping with the mission of the Illinois Department of Corrections, it is the goal of Vienna Correctional Center's staff to reduce recidivism and provide training to offenders. The programs offered to offenders incarcerated at the Vienna Correctional Center are geared toward rehabilitating negative behavior and reinforcing positive achievements. Offenders have the opportunity to participate in educational programs, vocational programs and complete jobs, which require skilled labor. Offenders have the opportunity to work with skilled laborers in the Maintenance Department.

Vocational programs offered at the facility provide inmates with training, education and the ability to obtain licensure and certificates upon completion of course requirements. With the training obtained in the cosmetology, barber college, auto body, auto mechanics, food service and emergency medical technician courses, gainful employment is accessible to offenders upon completion of state examinations.

Security Initiatives

During FY 2003, controlled line movement to assignments, dietary and the medical unit, yard and recreation were implemented to improve security of the facility. Implementation of scheduled yard and recreation activities allows offenders on each unit an equal opportunity to participate in recreational activities while minimizing the total number of inmates allowed in recreational areas at one time. This provides better security and a safer environment.

A key and lock replacement project was initiated with entrance and exit doors replaced in all units and cell doors in two of six housing units.

To use available space and staff, reorganization of the facility included relocating the general library to the education building and the staff-dining area was moved within the inner perimeter fence.

Personal property and the clothing room were relocated to Building No. 19 center core to minimize the time required for clothing and personal property issuance to inmates upon reception. All inmates received on transfer are processed through and housed in Building No. 19. This centralized the intake process and reduced interruption to daily movement. The centralization of personal property and clothing enhances security measures.

Fiscal Responsibility and Budgetary Compliance

Losses related to theft and spoilage have been identified and corrected by using the department's audit process and initiating intermittent audits and inventories of fiscal and physical inventories. The requisitioning process is closely monitored to ensure compliance with established guidelines.

Indicator Reports

Vocational programs offer education and training in the areas of auto body, auto mechanics, culinary arts, cosmetology, horticulture, construction management, custodial maintenance, Cooperative Work Training, data processing and emergency medical technician. The programs are open enrollment with the exception of emergency medical technician, which is a nine-week program.

FY 2003 statistics reflect 121 offenders completing vocational programs with 4,861 credit hours generated. The vocational program was ranked number one in the state during this period and was staffed by Southeastern Illinois College.

In accordance with the drug intervention and prevention program, routine drug tests were conducted with 747 inmates tested, all with negative results. In addition, a total of 7,227 vehicle searches were conducted with 10 arrests and 57 visitor restrictions imposed as a result of contraband found. Vehicle and cell searches along with staff attention to security measures have been instrumental in effectively eliminating the presence of drugs in the facility.

New Technology and Automated Enhancements

During FY 2003, several upgrades to the information systems were completed. At the main facility, the processing system was converted to the Desk Stream system that allows a true view picture of all computer functions. Prior to the change in systems, the process of identifying computer terminals experiencing line trouble was time consuming. The system upgrade provides the LAN administrator a clear picture of all routing points within the facility and instantly depicts the location of service interruptions. The token operating system was upgraded to the Ethernet system. This change reduced time required to access the LAN system.

The addition of scanners and an automated inventory system in the inmate commissary has improved the commissary trading process. Prior to the addition of this technology, all commissary transactions were manually completed. The process was labor intensive and time consuming. The automation has dramatically reduced the time required to process commissary trades and reduced the number of errors in the inventory process.

Conclusion

The facility is most proud of its staff. Achievements made during FY 2003 would not have been possible without the hard work of each employee. By promoting the team concept, Vienna Correctional Center has survived fiscal constraints and has performed an unrenowned level providing a foundation for which offenders can reflect on and overcome negative situations.

Vienna Correctional Center remains committed to providing educational and vocational opportunities that will allow for offenders to reintegrate into society with marketable skills.

Vandalia Correctional Center

arhunt — Thu, 02 Aug 2007 04:20:09 GMT

Vandalia Correctional Center
Opened: 1921
Capacity: 949
Level 6: Minimum-Security Adult Male
Average Daily Population: 1,494
Total Average Daily Population: 1,494
Average Age: 33
Average Annual Cost Per Inmate: $22,258.00

VISITATION

ALL VISITORS, INCLUDING ATTORNEYS, MUST BE ON THE INMATE'S APPROVED VISITING LIST IN ORDER TO VISIT. PROSPECTIVE VISITORS SHOULD CONTACT THE INMATE TO HAVE THEM PLACED ON THE VISITING LIST.

Information on this page is intended to answer questions and provide guidance for individuals who want to visit an inmate at an Illinois correctional facility.

You may download files to study the Visitation Rules that govern behavior of inmates and visitors.

Business Mail:
Route 51 North
P.O. Box 500
Vandalia, Il 62471

Phone: (618) 283-4170
Fax: (618) 283-9147 Inmate Mail:
Route 51 North
P.O. Box 500
Vandalia, Il 62471

The Vandalia Correctional Center is located 85 miles southeast of Springfield. It was established as the original prison farm operation in Illinois, housing entirely misdemeanor offenders. The center has been renovated and reprogrammed and now houses felons. The center has a dorm setting facility design with 113 buildings, totaling 411,848 square feet. Total acreage is 1,520 and the area within the perimeter fence is eight acres. In November 1999, when new security level designations were assigned to ensure consistency and standardization of operations, Vandalia was assigned to Level 6 minimum security and the work camp to Level 7 low minimum security.

The control and accountability of offenders continue to be the highest goal set during FY 2003. To ensure accountability, the security staff maintained a high degree of supervision and observation of all offenders working within the compound, on all program and work assignments and in housing units. All offender movement is escorted for better control and accountability. Property box compliance is monitored on each shift by duty administrative staff to ensure compliance with the Administrative Directive. The property boxes facilitate safety, security and sanitation and also enhance the ability to conduct searches, maintain fire safety and facilitate transportation of property.

The work camp continues to lend support to local communities as well as support to Vandalia Correctional Center. The work camp policy encourages each offender to get involved in community service. The goal of this policy is the return to society of a responsible, law-abiding and productive citizen. The work camp continues to be the largest work camp in the state with an offender population of 400. The work camp provided more than 164,000 hours of community services last year. Along with the center's excellent staff and hard working offenders, the Vandalia Work Camp takes pride in providing quality assistance to numerous communities, organizations and road commissioners on various projects.

Highlights

Three significant accomplishments for Vandalia Correctional Center during FY 2003 were the completion of a new water tower, improvements made to the general kitchen and maintaining normal daily operations with staff shortages due to the Early Retirement Incentive (ERI).

Vandalia Correctional Center installed a new water tower. The old water system was erected in 1930. The upgraded water distribution system now consists of a 400,000-gallon water tower instead of the previous 150,000-gallon tower. This project was completed in April 2003 to bring the water demand in line with today's population and automation standards at a cost of $680,000.

Funding for needed improvements in the general kitchen was also secured. A new revolving oven at a cost of $27,125 was installed and completed in May 2003. A commercial dishwashing machine at a cost of $66,787 was also installed and completed in June 2003.

The Maintenance Department has assisted in the sandblasting of the bricks and foundation of the institution, restoring it to its original condition.

With approximately 80 staff retiring under the ERI during FY 2003, work to maintain normal facility operations became a challenge. However, staff stepped up to the plate and many remaining employees were temporarily assigned into key vacated positions to keep the daily operations flowing smoothly.

Reducing Recidivism

The program and services offered at the facility are evaluated and updated annually to meet the challenges of rapid changes the center faces with today's population. The center continues to actively seek methods to reduce the rate of recidivism.

The Education Department has served a total of 2,214 students this fiscal year. Vandalia had 110 students who earned GED certificates and 58 students who earned vocational certificates.

Inmates enrolled in construction occupations class continue to participate in the Habitat for Humanity program. This allows the offenders to gain the construction skills and enhanced self-esteem while helping others and giving something back to the community.

The vocational programs teach students the necessary skills to seek meaningful employment. The certificates and diplomas awarded will aid the offender upon release.

The Field Services Department provides literature and advisement through the community resource manual in meeting the needs of reintegration into the community, such as employment resources, financial, housing and government and medical assistance. Field Services provides instruction through the PreStart Module, which involves thought-provoking questions that prepare offenders to think and plan how to regain their place in society and remain arrest free after release.

The Gateway Program has enhanced the substance abuse program to address the high occurrence of recidivism by exposing each offender to four primary treatment areas in relapse prevention, life skills, cognitive restructuring and drug education. These core subjects address vital areas of the offender's life, who are susceptible to collapse and eventual re-incarceration. Gateway also makes a concerted effort in opposing recidivism by setting an appointment for aftercare and continuing treatment for each offender. A follow-up call is made to check on the offender's attendance at the appointment. In the event the offender fails to appear for the aftercare appointment or call to reschedule, the Field Services office is notified and the offender's parole supervisor is contacted. The percentage of offenders who take advantage of this aftercare treatment has increased this year.

Security Initiatives

Security is the center's highest priority. Vandalia Correctional Center continues to conduct searches of dormitories, common areas and all offender lines entering each dormitory. The center has increased the use of the K-9 unit. All outer buildings are searched as well as incoming visitors. Searching vehicles entering the facility keeps out contraband.

Although there has been an impact to the facility due to the ERI, Vandalia continues to maintain a regular tactical training schedule due to the dedication of Tactical Team volunteers. The Tactical Unit is made of security staff who volunteer and train regularly. The unit is used for emergency situations throughout the state and is available to respond at a moment's notice.

Vandalia Correctional Center has formed volunteer teams of employees to wear self-contained breathing apparatus. These staff members are trained and certified to conduct emergency evacuations in hazardous situations.

Fiscal Responsibility and Budgetary Compliance

The center has closely monitored policies and procedures and instituted cost-saving measures to remain within budgetary guidelines. Overtime and compensatory time were monitored on a continuing basis. Expenditures for contractual and commodity items were scrutinized and current inventory levels re-evaluated and reduced. When available, surplus items were used from other facilities and the federal government. In an attempt to reduce operating costs, offenders with sufficient funds were required to pay for transportation costs upon release. This policy saved approximately $30,000 for FY 2003. Offender compensation was restricted to FY 2002 levels, saving the institution approximately another $15,000.

Indicator Reports

Documentation of the facility's monthly indicator reports reflect security staff has increased shakedowns of dormitories, common areas and offender lines. The reports show an average of 1,300 cell searches conducted per month. This ensures an environment free of weapons and contraband. In addition, when offenders are returning from their job assignment, they are searched with a metal detector prior to entry into their assigned dorm. This also ensures no contraband is brought into the living units. Statistical documentation from the facility's indicator reports reflects only a total of one confiscated weapon for FY 2003.

Shakedowns of vehicles entering institutional grounds have increased. Statistics from the indicator report shows an average of 150 vehicle searches were conducted per month during FY 2003. These searches include staff, vendor, volunteer and visitor vehicles.

New Technology and Automated Enhancements

To enhance the automated operations of the facility, fiber optics were installed in the main gate, dietary and mechanical stores. The main gate was automated to enter volunteers, vendors, visitors and contractors into the computer database.

Conclusion

The quality and commitment of staff members are to be commended. The staff members at Vandalia Correctional Center are dedicated. Their work has increased in productivity, and with their continued help and support, the facility is able to reach the goals and expectations of IDOC. Working with competent and dedicated administrators also has been an asset in maintaining the overall operations of the facility.

Thomson Correctional Center

arhunt — Thu, 02 Aug 2007 04:18:42 GMT

Thomson Correctional Center
Opened:
Capacity: 0
Level 1: Maximum-Security Adult Male
Average Daily Population: 0

Thomson Correctional Center is the parent institution for the following location(s):

Thomson Minimum Security Unit
Level 7: Low Minimum-Security Adult Male
Average Daily Population: 0

VISITATION

ALL VISITORS, INCLUDING ATTORNEYS, MUST BE ON THE INMATE'S APPROVED VISITING LIST IN ORDER TO VISIT. PROSPECTIVE VISITORS SHOULD CONTACT THE INMATE TO HAVE THEM PLACED ON THE VISITING LIST.

Information on this page is intended to answer questions and provide guidance for individuals who want to visit an inmate at an Illinois correctional facility.

You may download files to study the Visitation Rules that govern behavior of inmates and visitors.

Business Mail:
1100 One Mile Road
Thomson, Il 61285

Phone: (815) 259-1177
Fax: (815) 259-1186 Inmate Mail:
1100 One Mile Road
Thomson, Il 61285

Thomson Correctional Center is a Level 1 adult male maximum-security facility comprised of 1,600 cells spread throughout eight cellhouses and a separate 200-bed minimum-security unit. The center is located just north of the Village of Thomson off Route 84 in the northwest corner of Illinois. The site is comprised of 146 flat acres and consists of 15 buildings, totaling 625,000 square feet.

The inner perimeter is surrounded by a one-mile loop of two, parallel fences separated by 25 feet of open space. This space is under constant surveillance by four armed, perimeter towers, two armed perimeter road patrols, and a network of 305 surveillance cameras. The 12-foot exterior fence sets in a 3-foot deep 'rat wall' foundation and is stacked, top to bottom, with multiple rows of a coiled wire barrier called razor-ribbon. The 15-foot interior fence is a dual-sided electric stun fence that carries a 7,000-volt current.

The total cost for the project is $140 million. The operating budget is estimated to be $50 million with a $30 million payroll that will support 761 state positions and additional contractual workers needed to safely operate the facility.

New Technology and Enhancements

The surveillance network consists of 305 cameras that run on a fiber optic and dual-Ethernet system. Each camera has time-lapse and/or motion-detection capability and is digitally recorded. Surveillance also includes biometrics that control access to select staff areas and serve as the documentation source for service delivery to the inmates, door position switches attached to the exterior doors of most buildings that emit audible alarms when the doors are opened and record such access times, an energy management system that monitors utility consumption rates and alerts staff to deviations outside set parameters, laptop access that allows remote control of various utility settings, and an 11-station graphic user interface network that gives access and programmed control of all surveillance cameras from areas throughout the facility.

Conclusion

The Thomson Correctional Center is a thick-skinned prison built to house the state's most aggressive and violent inmates. Its design gives staff impeccable sight lines and the ability for steadfast control of inmate movement patterns. No date has been set for its opening.

Taylorville Correctional Center

arhunt — Thu, 02 Aug 2007 04:17:04 GMT

Taylorville Correctional Center
Opened: November 1990
Capacity: 600
Level 5: High Minimum-Security Adult Male
Average Daily Population: 1,172
Total Average Daily Population: 1,172
Average Age: 37
Average Annual Cost Per Inmate: $18,285.00

VISITATION

ALL VISITORS, INCLUDING ATTORNEYS, MUST BE ON THE INMATE'S APPROVED VISITING LIST IN ORDER TO VISIT. PROSPECTIVE VISITORS SHOULD CONTACT THE INMATE TO HAVE THEM PLACED ON THE VISITING LIST.

Information on this page is intended to answer questions and provide guidance for individuals who want to visit an inmate at an Illinois correctional facility.

You may download files to study the Visitation Rules that govern behavior of inmates and visitors.

On the first visit to any correctional facility, the visitors will be required to have a photo identification, such as a driver's license, a state identification card, or acceptable documentation of non-US citizen including a current passport, Visa, or Matricula, and documentation that includes their date of birth.

Please have two forms of identification; one should be a photo ID for additional visits.

8:30am - 8:00pm 7 days per week
5 hour time limit on visits (visits may be terminated prior to the five hour time limit if overcrowding occurs)

Orientation Inmates cannot receive visitors from 8:30am - 4:00pm Monday through Friday

Visitors must arrive no later than 7:00 p.m. to be processed for a visit.

Segregation inmates are allowed one hour no contact visits.

Business Mail:
Route 29 South
P.O. Box 1000
Taylorville, Il 62568

Phone: (217) 824-4004
Inmate Mail:
Route 29 South
P.O. Box 900
Taylorville, Il 62568

Taylorville Correctional Center is a Level 5, high minimum-security facility on Illinois Route 29, 30 miles southeast of Springfield. The facility opened in 1990 and was designed to house 600 offenders. There is approximately 269 staff at Taylorville Correctional Center. In 1995, the facility was designated as a security threat group (STG)-free facility, housing offenders with no affiliations to a STG.

Reducing Recidivism

The center currently maintains a 200-bed substance abuse program run by Gateway Foundation. Participants receive 15 hours of group treatment weekly in addition to one-on-one sessions with a counselor. Upon completion of the six month Gateway program, clients may elect to remain in the unit and participate in the Aftercare program.

The Lifestyle Redirection program has three phases and 12 modules to help inmates develop insight into their lifestyles and causative factors to criminality. The 12 one-week topics include Self-Esteem, Boundaries, Men's Roles, Victims, Anger Symptoms, Dealing With Anger, Violence Triggers, Trauma, Domestic Violence, Healthy Relationships 1 and 2 and Wellness. Offenders with violence in their background and offenders under the age of 21must attend the program. Statistics show offenders who complete the program lower recidivisim rates by 19 percent.

Lifestyle Redirection Phase IV offers intensive case management as a follow-up to Lifestyle Redirection graduates. The purpose is to assist in accountability to the pre-established program plan.

Lifestyle Redirection Hot Topics is conducted for those inmates who wish to continue group discussion and for inmates who may not have enough time left to serve to complete the 12-week program.

Taylorville is also designed as an Americans with Disabilities Act facility and houses a number of inmates with a variety of disabilities. These inmates can participate in adaptive gym. This is offered to those who are physically unable to participate in regular gym due to mobility and safety issues.

Taylorville also offers sex offender counseling and education. These groups help sex offenders be more honest about their crimes and the issues that led to those crimes. They focus on overcoming denial, working through personal victimization, developing victim empathy, understanding and changing offending cycles as well as developing coping skills to prevent future victimization.

Security Initiatives

Taylorville Correctional Center has a 20-person volunteer Tactical Unit. The Tactical Unit is used in numerous ways throughout the institution. It is responsible for riot control and general safety for all staff and inmates. The Tactical Unit is used to conduct mass shakedowns of the facility, helping rid the facility of any unauthorized contraband. Drug testing is conducted on hundreds of inmates to help ensure the safety of staff and other inmates. The center has participated in several statewide shakedowns.

Fiscal Responsibility and Budgetary Compliance

Taylorville Correctional Center continues to strive to achieve fiscal responsibility and budgetary compliance. The center has implemented all of the recommendations that were made during its last external fiscal audit. It has also put into place procedures such as cross training and cross checking of work that have helped improve the accuracy of the work performed in the fiscal area at the center.

New Technology and Automated Enhancements

Planning and scheduling geared toward installation of the Ethernet system for computer data connections were completed during FY 2003. In addition, the installation and implementation of Office 2000 software were completed during FY 2003.

Tamms Correctional Center

arhunt — Thu, 02 Aug 2007 04:15:36 GMT

Tamms Correctional Center
Opened: June 1995
Capacity: 700
Level 1: Maximum-Security Adult Male
Level 7: Low Minimum-Security Male
Average Daily Population: 454
Total Average Daily Population: 454
Average Age: 36
Average Annual Cost Per Inmate: $58,994.00

VISITATION

ALL VISITORS, INCLUDING ATTORNEYS, MUST BE ON THE INMATE'S APPROVED VISITING LIST IN ORDER TO VISIT. PROSPECTIVE VISITORS SHOULD CONTACT THE INMATE TO HAVE THEM PLACED ON THE VISITING LIST.

Information on this page is intended to answer questions and provide guidance for individuals who want to visit an inmate at an Illinois correctional facility.

You may download files to study the Visitation Rules that govern behavior of inmates and visitors.
On the first visit to any correctional facility, the visitors will be required to have a photo identification, such as a driver's license, a state identification card, or acceptable documentation of non-US citizen including a current passport, Visa, or Matricula, and documentation that includes their date of birth.

Please have two forms of identification; one should be a photo ID for additional visits.

Maximum Security Unit:
Pre-scheduled visits only. Hours are:
9:00 a.m. - 2:00 p.m. on Tuesday, Wednesday, Thursday, Saturday, Sunday and Holidays.
Visits are 4 hours in duration.

Minimum Security Unit: Hours are:
9:00 a.m. - 5:00 p.m. 7 days per week.
Visitors must sign in by 4:00 p.m.
Business Mail:
200 East Supermax Road
P.O. Box 1000
Tamms, Il 62988

Phone: (618) 747-2042
Fax: (618) 747-2062 Inmate Mail:
200 East Supermax Road
P.O. Box 2000
Tamms, Il 62988
Tamms Correctional Center consists of a 200-bed Minimum-Security Unit (MSU) and a 500-bed closed maximum-security facility (CMAX). The facility is situated on 236 acres of land just north of Tamms on Route 127 in Alexander County. The MSU, which opened in 1995, provides work crews to numerous locations in southern Illinois and also serves as a work cadre for the CMAX facility. The CMAX facility, which opened in March 1998, has been designated to house the department's most disruptive, violent and problematic inmates. Inmates approved for placement at CMAX have demonstrated an inability or unwillingness to conform to the requirements of a general population prison. Inmates transferred to CMAX are required to stay for a minimum, pre-determined length of time. Positive behavior, or a change in attitude to conform to stated rules and regulations, is considered in determining when an inmate returns to a general population environment.

Highlights

Construction of the firing range located on the northwest corner of the Tamms Correctional Center property was completed Feb. 1, 2003. The range has multiple firing lanes with pneumatically controlled targets and is used regularly to meet training needs of facility staff and the Illinois State Police, District 22.

CMAX houses some of the most litigious inmates in the department's custody. The staff at Tamms has met the challenge of housing these inmates by ensuring policies and procedures are consistently followed. Staff's efforts of enforcing written policies have ensured consistent administration of programs and services resulting in significant success in defending CMAX in inmate litigation.

The Early Retirement Incentive caused a significant reduction in staffing at CMAX and MSU. Due to the CMAX conditions of confinement, no inmate work details are allowed in any of the living units. This creates a very labor-intensive work environment for staff. All sanitation duties in the CMAX housing units are performed by staff and all inmate movement requires handling of the inmate in full restraints with a minimum escort ratio of 2:1 at all times and 3:1 for high security escorts. Even with staffing numbers at an all-time low, Tamms employees have pulled together and truly are doing more with less.

In southern Illinois, 124 children have benefited from the generosity and caring of many Tamms Correctional Center employees. The Tamms staff participated in a toy drive from Oct. 29 through Dec. 6, 2002. The Alexander County Department of Children and Family Services office provided a list of needy children and staff participated by donating toys and gifts to the children.

Three staff also took the polar plunge on March 1 at Rend Lake to benefit the Special Olympics. Staff pledged more than $700 during this event for the three brave employees who took the polar plunge.

In addition, Tamms Correctional Center Golf Outing netted $1,800 on behalf of Special Olympics in September 2002.

In July, Special Olympics received $2,100 from Tamms Correctional Center resulting from candy bar sales.

More than 150 Tamms Correctional Center staff participated in three Red Cross blood drives during the fiscal year. The Red Cross collected 124 pints of blood as a result of staff participation.

Sixty-two Tamms Correctional Center employees donated $7,885 to their favorite charity through the State and University Employees Combined Appeal.

Reducing Recidivism

Even though the agency's policy regarding renunciation of street gang membership is regularly challenged, it is apparent the high profile security threat group member is hindered from carrying out or directing others to commit felonious crimes by this policy. At Tamms, all inmates who are validated security threat group members must renounce such association as a condition to their transfer to another facility. The conditions of confinement are tough in one aspect regarding security procedures, yet contrast sharply with clinical and other daily personal contacts and small group activities. By housing inmates in small numbers of 10 or less on a housing unit wing, the goal is that anger management programs will prevail and the improved behavior, which the inmate has proven himself capable of demonstrating at Tamms, will carry back into society upon his release.

Mental Health

Tamms CMAX operates a Behavioral Incentive Program for all inmates in segregation status. Their disciplinary records are reviewed on a monthly basis for acceptable conduct during the previous 12 months. If an inmate's conduct is acceptable, he is authorized to have audiovisual privileges per approval of the warden. If the inmate's conduct deteriorates, he will be removed from the program and lose his audiovisual privileges. Twenty-one inmates are currently approved to participate in the program. Eighteen inmates were approved and removed due to disciplinary infractions. The Behavior Incentive Program provides a reward-based incentive for improved conduct, which will positively affect the inmate's behavior upon his transition to another facility or release.

Tamms CMAX continues to facilitate a Specialized Treatment Unit (STU) for seriously mentally ill inmates who require CMAX custody. The STU has expanded mental health treatment programming to include additional privileges for inmates who have continued to display positive social behavior and engage in treatment. This has included the use of audiovisual programming as an incentive. All inmates meeting the criteria for STU placement have made progress over the past year. This has been demonstrated by receiving fewer disciplinary tickets, increased medication compliance, increased group participation, decreased crisis care calls and decreased clinical symptomatology.

The focus of the Tamms Correctional Center continues to be prevention and early intervention. In this regard, additional anger management and addictive behaviors clinics have been initiated. These psychoeducational programs include interactive journaling and audiovisual presentations.

Minimum-Security Unit

Inmate work crews from the MSU continued to provide local communities with more than 14,000 hours of service and more than 2,000 hours of trash pick-up along major highways in the area. Work crews provided more than 1,000 hours of service to local and state parks and cemeteries.

FY 2003 saw MSU offenders assist local communities in providing disaster relief for tornado victims by helping with extensive cleanup efforts over a seven-day period in the counties of Pulaski and Alexander. During that effort, 196 MSU offenders worked more than 1,467 hours.

One of this year's special projects was washing, waxing and cleaning buses and vehicles for Southern Seven Head Start and Shawnee Community College. MSU offenders worked more than 282 hours on these projects, which were completed ahead of schedule.

Education

During the past year, the Tamms educational program has continued to serve the educational needs of inmates by providing televised and cell-front educational instruction, library services and paralegal assistance to inmates having a wide variety of educational needs. It is interesting to note that given this unique environment, the number of inmate grievances has been reduced in the past 12 month period-a fact which verifies an overall increased participant satisfaction with the program.

Additionally, the GED program provided to inmates has shown a higher pass rate in the last 12-month period over previous years. During the past seven years, 73 students have taken the GED exam at Tamms MSU with 66 passing and being awarded with a GED diploma. This gives the MSU an over all pass rate of 90 percent.

Security Initiatives

A closed maximum-prison such as Tamms can generally be described to house the worst of the worst behavioral problems of the department. Staffing ratios are enhanced to provide full restraint escorts with staff to inmate ratio of 2:1 and 3:1 on several occasions. Inside the confines of CMAX, elevated security areas are also defined to permit no more than six inmates on each living area. The physical design by permanently attached service delivery boxes, non-destructible light fixtures, flush control valves and clear Lexan cell front coverings reduce the inmatesÕ ability to vent their anger toward staff and carry out felonious activity. All inmates assigned to these areas are reviewed on a quarterly basis and upon their demonstrating significantly improved behavioral traits, they graduate into other living units with increased privileges.

To ensure that maximum efficiency of overall operations is obtained, system checks of departmental and facility procedures are periodically conducted with frequencies that far exceed the minimum standard established by the department. In addition, several staff members are cross-trained in their responsibility to understand others' duties in relation to their function in the facility command post structure during critical incidents. As a result of the extensive cross training received, key staff has displayed the ability to fully understand and resolve actual incidents that occur in a professional manner.

Tactical operations remain a significant component of the center's success. Daily staffing of any given shift's operation requires a cell extraction team of six members to be on duty. All team members are highly trained and may be activated to gain compliance of unruly inmates or perform other tactical operations. Most often the unit's mere presence at the inmate's cell front via marching in an organized professional manner causes the inmate to comply with lawful orders avoiding the use of chemical agents or force.

Tamms staff is continuing the effort to prevent drugs and other contraband from entering the institution. With the implementation of the Drug Interdiction Policy, Tamms is using all means available to accomplish this goal. A monthly schedule for the use of the ION Scanner has been implemented. The ION Scanner is used on inmate visitors, vehicles, volunteers, vendors, contract employees, inmates and inmate property to detect small traces of illegal drugs. An aggressive inmate drug testing policy is also in place. All CMAX inmates were drug tested during the FY 2003 with zero positive findings.

All ports of entry into Tamms Correctional Center are closely scrutinized. All mail, packages, parcels and inmate commissary are searched first by using a fluoroscope machine, then a physical and visual inspection by staff. Inmate legal mail is delivered by a select group of specially trained staff. Biohazard procedures for the mailroom have been put in place. Upon opening mail in the mailroom, if any suspicious powders, spills or aerosols are emitted, the mailroom staff will activate the institutional procedure for this emergency. A comprehensive procedure has also been established and implemented for biological and terrorist threats. A secondary mailroom has been established for opening confidential mail, such as the warden's, personnel and business office.

Fiscal Responsibility and Budgetary Compliance

In FY 2000, the facility put an extensive effort in developing a five-year equipment plan, which serves as a roadmap for both anticipated and unanticipated needs. No facility or organization can foresee all possible needs five years in advance. However, the use of the plan for equipment expenditures enables virtually all actual needs to be anticipated, allowing orders to be filled with essential items rather than items which are simply desired. All staff is constantly reminded via staff meeting minutes or individual direction to provide justifications for all purchase requests prior to submitting them. Overtime expenditures are very closely monitored and graphed to show any spikes. All overtime is required to be approved by the duty administrative officer rather than simply at the immediate supervisor level. All spikes of overtime expenditures also receive additional administrative review to determine if any alternative practices should be implemented to offset reoccurrence.

The facility received 100 percent compliance from the auditors' General Fiscal Compliance Audit for the two years ended June 30, 2002.

Indicator Reports

There were zero positive drug tests of CMAX inmates. And there have been zero suicides and escapes since the facility opened.

New Technology and Automated Enhancements

A closed circuit TV system has been installed in the CMAX inmate housing units. The system enhances the safety and security of staff and provides more flexibility for monitoring inmates. Inmates know their statements in many situations are verifiable by viewing video of the incident. As inmates are becoming aware of the administrations ability to review issues via video, the number of untruthful accusations have decreased.

Health Care

Outside medical writs are costly to a correctional facility and present security risks any time an inmate is transported off-site for medical services. Due to the security level of the facility, the Quality Improvement Committee in terms of necessity and cost factors scrutinizes medical writs monthly. During FY 2003, outside medical writs for the CMAX totaled eight. The previous year, the number was 58 and a majority of those were for one inmate who was receiving on-going treatment. Since the opening of the facility in March 1998, attention has been paid to ensuring off-site medical writs are confined to those cases that are absolutely necessary and can't be managed on-site.

In CMAX, ensuring all inmates have access to medical services is essential. During this past year, there were 85 grievances related to allegations of denial or a delay concerning the provision of medical services. Each of these grievances was researched and there was no finding of delay or denial determined clinically by licensed medical personnel. In FY 2003, there were 121 grievances related to this category.

Conclusion

This facility has continued its success of having no suicides since opening. This is largely attributable to staff taking a responsible interest into intervening in crisis situations that occur and regularly making intermittent inspections of the living quarters of the offender. The mental health staff continues to play an active role in proactive crisis intervention techniques and regularly train staff in other departments in methods of intervention. There is a very high degree of interdepartmental communication that occurs daily and aids in handling and managing the inmate population with a teamwork approach.

It is apparent that overall inmate behavior has vastly improved by inmates displaying sufficient positive behavior to be removed from elevated security levels, receiving transfers out of Tamms and receiving audiovisual privileges. The number of situations during which staff has to resort to force to gain inmate compliance has been very minimal compared to previous years. One of the reasons for inmates' improved behavior is staff's consistent application of rules and procedures coupled with the increased awareness by inmates of the expectations of staff. Inmates know what is expected of them.

Stateville Correctional Center

arhunt — Thu, 02 Aug 2007 04:14:06 GMT

Stateville Correctional Center
Opened: March 1925
Capacity: 1,506
Level 1: Maximum-Security Adult Male
Level 7: Low Minimum-Security Male
Average Daily Population: 2,773
Total Average Daily Population: 2,773
Average Age: 34
Average Annual Cost Per Inmate: $33,665.00

VISITATION

ALL VISITORS, INCLUDING ATTORNEYS, MUST BE ON THE INMATE'S APPROVED VISITING LIST IN ORDER TO VISIT. PROSPECTIVE VISITORS SHOULD CONTACT THE INMATE TO HAVE THEM PLACED ON THE VISITING LIST.

Information on this page is intended to answer questions and provide guidance for individuals who want to visit an inmate at an Illinois correctional facility.

You may download files to study the Visitation Rules that govern behavior of inmates and visitors.

On the first visit to any correctional facility, the visitors will be required to have a photo identification, such as a driver's license, a state identification card, or acceptable documentation of non-US citizen including a current passport, Visa, or Matricula, and documentation that includes their date of birth.

Please have two forms of identification; one should be a photo ID for additional visits.

Maximum Security
7:30am-3:00pm (daily)

Visitors must arrive by 1:45pm weekdays (12:45pm weekends & holidays).

General population and protective custody inmate visits are limited to two hours on weekdays and one hour on weekends and holidays.

All segregation inmate visits are limited to one hour. Minimum Security Unit 10:00am-2:00pm (weekends & holidays)

Business Mail:
Route 53
P.O. Box 112
Joliet, Il 60434

Phone: (815) 727-3607
Inmate Mail:
Route 53
P.O. Box 112
Joliet, Il 60434

The Stateville Correctional Center is a maximum-security facility that houses approximately 2,800 male felons and employs nearly 1,300 employees. It is a Level 1 facility, the highest of eight security level designations. The facility also operates a Minimum-Security Unit, commonly referred to as the Stateville Farm. Inmates confined to this status provide work crews for the main institution when a lockdown is implemented and other outside details such as mowing grass and collecting litter along roads. The Joliet Complex, formerly the Joliet Correctional Center, remains the site for northern reception and classification (R&C) intake processing. The Joliet Complex is also under the supervision of the warden.

Stateville was opened in 1925 with a design capacity of 1,506. The institution processes approximately 2,200 inmates monthly through the R&C center. There are 11 housing units and virtually 100 percent of the general population and segregation status inmates are double celled. The Minimum-Security Unit dormitory was opened in 1930 and relocated to the new Northern R&C Center (NRC) in 2003. The new state-of-the-art R&C will have the capacity to hold 2,200 inmates, actually doubling the size of the old reception center at the former Joliet Correctional Center. The new facility also nearly doubles the size of the current bed space for the Minimum-Security Unit.

The new R&C Center and Stateville proper is located three miles north of Joliet and sits on approximately 2,264 acres of land with 64 acres surrounded by a 33-foot concrete perimeter with 10 wall towers. Two housing units within the concrete exterior are considered historical sites, one being noted as the longest cell house in the world. The panopticon cell house, commonly referred to as the round house, houses mainly R&C inmates and those in writ status with an armed tower in the center. A philosopher named Jeremy Bentham designed this architectural structure and it is said to be one of the only remaining circular-style cell houses still in use in the U.S.

Highlights

The construction for the new R&C Center was finalized. Budget constraints have created obstacles for initiating operations in this new facility.

The main water lines throughout the Stateville grounds are being upgraded. The upgrade in the system will increase the pressure required to flush through the entire system resulting in lower concentrations of radium. Although a natural amount of radium is found in the drinking water, this combined effort will minimize the radium levels to acceptable health standards.

Other maintenance issues include replacing the 480 three-phase electrical panel service in E and D house. This new system will assist with the lighting and associated equipment in the quarter houses and provide maximum service.

Unit F is receiving a facelift. New doors are being placed on all the cells. To date, this Capital Development Board project is nearly two-thirds complete.

Reducing Recidivism

Inmates preparing to parole or discharge from the facility are required to attend the Pre-Start program. This two-week class provides intense learning skills for integration back into the community. These skills include substance abuse awareness. Other skills the inmates are taught in this class are primarily geared toward education and self-motivation for survival in the free community and the advantages of not becoming a repeat offender.

Additionally, a House of Healing Program is offered to inmates ready for release by the chaplaincy staff. Although voluntary, the class is essentially a focus on self-evaluation with a religious overtone that enables inmates to identify with the reality of free-world living and methods and techniques for establishing morale and positive ethics.

Security Initiatives

A camera upgrade was made to the surveillance system allowing continuous observation of inmate living areas as well as in locations where large numbers of inmates congregate such as yards, gymnasium and dining areas. The intimidation factor of constant supervision through video equipment helps deter inmates from negative behavior and in the identification of those involved in unusual incidents. The camera upgrade has intensified security operations and has proven effective in command and control.

Vehicle search operations continue to be conducted on the front drive of the facility in an effort to eliminate trafficking of contraband to inmates as well as send a positive message to all employees, civilians, vendors and other visitors that possession of contraband on state property will not be tolerated. Coordinating efforts with the Illinois State Police, Will County Sheriff's Department and other surrounding K-9 support enable this effort to be portrayed as a professional operation. The quality of efforts displayed by everyone involved is reflective of employees who configure pride and integrity in the performance of their duties and provide a working example for comrades setting a high standard of excellence.

Fiscal Responsibility and Budgetary Compliance

The facility conducted a steam trap survey in May 2003 that concluded replacing 38 steam traps that were malfunctioning estimating a savings of approximately $36,000 a year in heating costs. The replacement project is nearly halfway complete. A steam trap can function for up to 15 years and the savings will compound year after year.

More than 1,500 feet of worn out 1 1Ú4 inch condensate pipes have been replaced in the quarter houses. Four new Modine unit heaters and the reinstallation of eight existing units that were causing a tripping hazard on the catwalk have also been completed. Four steam coils were replaced in the two main fan units along with 16 new steam traps. Maintenance staff repaired the rusted and damaged sheet metal on the fan units and replaced more than 60 windows. This project was necessary, costly and time consuming, however, these repairs will last for years and will defray future energy and maintenance costs.

Also, the maintenance staff has replaced the condensate pump in I House and is presently replacing 200 plus feet of condensate return piping in the library. These repairs save energy and money required to process water and chemically treat the condensate.

Indicator Reports

The Maximum-Security Indicator Report comprised of institutional statistics continues to serve as an effective tool providing a blueprint for areas of concern that may need special attention. Additionally, the reported information also is indicative of progress made in many areas by a fluctuation in numbers. Administrative staff focus intently on the reported statistics and provide necessary interaction to maintain an operational balance.

New Technology and Automated Enhancements

Currently the Stateville Intelligence Unit is removing the former telephone monitoring system that operated from audiotaping and is replacing the system with double-sided DVD recorders. The former tape system had a few problems that have been eliminated with the DVD system. Tapes would occasionally get tangled and ruined by the recording device, which in turn destroyed vital information and evidence that may have been needed at a later date. The tapes would only record on one side requiring the recording device to be changed more frequently as compared to the DVD, which collects data on both sides allowing an increase in the total length of recording on a single item. The DVD has also made it possible to reduce the inventory of stored telephone information.

Implementation and refinement of the Automated Reception and Classification System (ARCS) is used for the NRC processing. Mental health professionals, counselors, intelligence staff, substance abuse screeners and others use the system for recording collected data. The ARCS program was integrated with the Offender Tracking System to provide a crossover linkage of information to ARCS screeners preventing conflicting information.

Psychological testing continues to manifest by use of the Millon Clinical Multitaxial Inventory-Third Edition (MCMI-III) and the GAMA test. This provides a more accurate illustration of mental health needs for incoming inmates.

Conclusion

The multi-functions of the Stateville operation make this facility unique from housing the most dangerous felons in the state to transporting inmates to designated locations after completion of the classification process. The institution has been faced with many transitional changes over the past couple of years including integrating the R&C process into the maximum-security operations and assuming additional responsibilities in the upkeep of nearby closed facilities.

Administrative staff at the Stateville Correctional Center continues to explore innovative measures for increased productivity as well as carry on a positive work ethic for all staff. The anticipation of opening the new state-of-the-art R&C Center remains a common focus, as this will bring new and improved procedures for performing everyday tasks.