Virginia PREA Experience Director, Harold W. Clarke

The Plan  Forming  Strategy  Structure  Storming  Training  Policy  Implementation  Norming  Audit Schedules  Operationalizing

Beginnings  2007 VA began initial work  Initial structure under Inspector General  2011 Appointed Statewide PREA Coordinator  Structure crafted; team hired mid-2012  Team salary and fringes approximately $178,000  Analysis of agency compliance against new standards  Gap Analysis

Director CR PREA Analyst Operations Manager/PREA ER PREA Analyst Hotline Coordinator WR PREA Analyst Facility Compliance Managers Chief Food Service Offender Mgmt. Visitation Correspondence

Implementation  Created state compliance action plan  Focus on culture change from top down  Standard requirements for compliance  Tackled policy changes, other low hanging fruit  Physical plant/electronic monitoring approximately $400,000 in FY 2014 & 2015  Trained all Wardens/Superintendents in PREA and impact on VADOC  Began all specialized training –Investigators, Medical, Mental Health, Volunteers/Contractors  Community partnerships

Implementation (continued)  Began design of audit structure  Structure for audits/files  Schedule for audits  Created Youthful Transition Program  $660,000 to staff/program this unit  Floor Officer/Booth Officer—7 Post Audit  Specialized Treatment Training for Staff  Provide on Unit Education/Vocational  Analysts began pre-audits, extensive facility visits to ensure culture pieces and compliance pieces were engrained

Audit Process  Began audits in February 2014  5 DOJ certified PREA Auditors on staff  Working on circular audit MOU/Mid-Atlantic  Completed 1/3 of facilities by August 20, 2014 (1 st year of 3 year audit cycle)  13 facilities audited and 100% compliant  2 nd cycle initiated – 2 facilities pending final reports

“Building the Plane in Mid-Air”  DOJ not ready for audits to begin  No process for appeal  No on-line submission tool  Changes occur in midst of audit cycle  Interpretations  Auditors  Only 50 total in February 2014  Contracted with 2 separate entities  Audit costs started at approximately $10,000

“Building the Plane in Mid-Air” (continued)  Announced/Unannounced Rounds  Transgender Searches  Housing Unit Definition  State responsible offenders in jails  Hiring/promotion standards

Formula  Support of Governor, Secretary of Public Safety  Early Intervention  Creative, nimble staff  Innovating constantly, incorporating changes  Evidenced based practices  Reentry  Competitive Perfectionists

Questions/Discussion?