Rod Mullen, CEO, Amity FoundationArizona & CaliforniaPresentation to: European Federation of Therapeutic CommunitiesJune 2007

Prisons can be: Warehouses…where time and life are

essentially “on hold.” Hell (places where inhuman behavior is

tolerated or even encouraged )---Abu Garib The Prison/Industrial Complex (a big

money maker –for private companies, unions, builders, etc).

Places of humanity and transformation…. I opt for the latter…

Synanon: Nevada State Prison: 1961—closed 1964

Late 60’s—70’s: many TCs, none survived

Stay N’ Out: 1977--present Project Reform: 1987

Amity (CA); Key-Crest (Delaware); Kyle (Texas)

1958Synanon Begins

1977--Present Stay N’ OutNew York

1976 CornerstoneOregon

Many other TC prison projects--all failed

1987-1992Project Reform

1989-1990Key/Crest--Delaware

Amity--CaliforniaNew Vision--Texas

1962-64 Synanon Project atNevada State Prison

Federal RSATfunding–based on TC outcomes–but didn’t

use model

20049,000 Prison

TC bedsCalifornia

+ Outcomes

The California Department of Corrections is one of the largest correctional organizations in the world, housing over 170,000 adult inmates (both male and female) and supervising over 100,000 parolees.

Annual budget in excess of US$8 Billion. California's recidivism rate (return of

inmates to incarceration) is the highest in the U.S.

In 1990, a progressive Director instituted the first in-prison TC for 200 medium security inmates - today the number of inmates in prison TCs is 10,000. All of the TCs are operated privately.

MAIN CHARACTERS

The Governor(s) The Department of

Corrections The Legislature

(and Legislators) NGO TC Providers Federal Judiciary

DEPARTMENT OF CORRECTIONS

Secretary Director OSAP Warden; Parole CCPOA (Union

Over 17 years the names of the cast have changed many times

First U.S. Prison TC: Synanon at the Nevada State Penitentiary 1962-1964

56 59

24

57 61

41

75 78

27

0

20

40

60

80

100

No TreatmentTC OnlyTC+CB Tx

% Rearrested (18 Months)

Key-Crest

% Reincarcerated (3 Years)

R.J. Donovan/Amity

% Rearrested (3 Years)

Kyle New Vision

TC can be extremely effective in reducing recidivism to crime (and reincarceration.

But ONLY if there is a continuation of treatment in community based residential programs ( consistent philosophically and methodologically with the in-prison TC).

“Aftercare” is the wrong term---primary treatment is a single episode that occurs in two locations, in prison and in the community

0

2000

4000

6000

8000

10000

12000

1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2007

Amity begins

1. Chasing funding—compromising fidelity (“if you want the $, do it our way”).

2. Workforce issues—depletion of TC practitioners/leaders; inability to “convert” new workers to the TC.

3. Lack of continuity in leadership---Legislature, Correctional administration, Local (Warden) support

4. Failure to contract for quality; failure to fund adequately; failure to insure independence of contractors

Commitment from the top Initial Program had support from

Correctional Director , Administrative Management, Warden. (not the Governor)

After 1997, Correctional Director not committed to these programs, Administrators often incompetent, and much turnover, Wardens often not committed to the programs; Governor continued to be threatened by political fall out

Immersion & Intensity TCs work because they immerse participants in

a 24/7 environment with different philosophy, practices, expectations

Initial TC was 7 days a week; full access to housing unit and program area. Day and evening activities—minimal restrictions.

Later programs half day—5 days a week; often little or no access to housing unit, no integration with jobs, education. Began to mimic typical low intensity corrections “programs.”

Integrity Original TC had trained TC staff As growth occurred (and with

correctional restrictions on staff background) trained TC practitioners scarce---positions filled with poorly paid staff with no TC experience and minimal training

Low salaries, inability to train, and shortage of trained counselors lowered standards

Partnership Original TC---Corrections staff had the

attitude, “we don’t know how to do this—tell us.”

Later, Corrections began to micromanage, to institute overly bureaucratic management, and to implement programs & practices without thoroughly “vetting” them with providers.

Results---lots of expedient decisions to deal with population crisis; much failure and subversion of existing programs.

Bidding & contracting▪ CDCR does not involve providers in developing

bids---thus bid packages are written by bureaucrats those who do not understand treatment.

▪ CDCR “requests for proposal” do not put in points for prior experience and a “track record” of success.

▪ Bids emphasize lowest price at the expense of quality.

▪ No increases in funds for over 10 years▪ Contracts are administered by bureaucrats who do

not understand treatment—and who micromanage contractors who operate without sufficient flexibility.

Mandates and Incentives Original TC was voluntary In order to fill the beds, CDC dictated

mandatory placement, and provided no incentives (and many disincentives) for participation.

Generalized from studies that were not relevant (+ no discussion with providers)

Many of those placed in TCs are inappropriate

Understanding the science and implementing it.

▪ If best outcomes require everyone to complete both phases of the TC (in-prison and post-prison) then the government must follow the science.

▪ Legislators appropriate the money—but are unwilling to be prescriptive in how it is spent ( to avoid blame).

▪ Governor does not want to be labeled “soft” on crime by instituting policies that would actually increase public safety and save taxes—but would be perceived as “soft.”

▪ Politics vs “the public interest”

We know we can have individual success (eg. Individual programs that succeed)

The unresolved question is can we have an integrated SYSTEM that succeeds???

The challenge is the one the Dr. DeLeon has pointed out---the problem of getting all parties agreed upon (1) the nature of the disorder, (2)the basic principles of treatment, and (3)getting (and keeping) all parties on the same page in implementation over years….

2005---CDC changed to CDCR (California Department of Corrections and Rehabilitation). But did not act…

Federal receiver takes over CDCR medical system. Threatens to take over CDCR entirely.

Inspector General Report calling the treatment initiative a “1 billion dollar mistake.”

New management installed at CDCR Jury is still out…….I’ll let you know in

Amsterdam!!

• additional information available at www.amityfdn.org

•Look for articles in the r e-mail: rmullen@amityfdn.org